FINAL BUDGET FISCAL YEAR 2019 - Howard Community College · Budget Reallocation and Reductions Each year before the college begins its budget development process, faculty and staff

FINAL BUDGET FISCAL YEAR 2019

HOWARD COMMUNITY COLLEGE

Fiscal Year 2019 Budget

Board of Trustees

Ms. Mamie J. Perkins, Chair

Ms. Courtney Watson,Vice-Chair

Mr. Kevin J. Doyle

Mr. Steven A. Joss

Mr. Christopher G. Marasco

Mr. Kevin F. Schmidt

Ms. Felícita Solá-Carter

Dr. Kathleen B. Hetherington, Secretary-Treasurer


Fiscal Year 2019 Budget

TABLE OF CONTENTS PAGE

TRANSMITTAL LETTER ....................................................................................................................... i

MISSION, VISION, VALUES, AND STRATEGIC GOALS ................................................................. 1

STRATEGIC GOALS AND BUDGET .................................................................................................... 2

SUMMARY OF STRATEGIC PRIORITY BUDGET REQUEST ...................................................... 5

CRITICAL UNMET NEEDS .................................................................................................................... 6

COUNTY BUDGET REQUEST ............................................................................................................. 10

LOCAL, STATE, AND TUITION PER FTE ......................................................................................... 11

BUDGET HIGHLIGHTS ........................................................................................................................ 12

SOURCE AND USE OF FUNDS FOR THE UNRESTRICTED AND AUXILIARY FUNDS

Source and Use of Funds ............................................................................................................... 18 Notes to Source and Use of Funds ................................................................................................. 19

NEW POSITIONS New Positions ................................................................................................................................ 24

UNRESTRICTED AND RESTRICTED FUNDS

Unrestricted and Auxiliary Budget by Fund .................................................................................. 25 Unrestricted and Auxiliary Budget ................................................................................................ 26 Restricted Budget ........................................................................................................................... 27 Combined Current Unrestricted, Restricted and Auxiliary Funds ................................................. 28 Combined All Funds ...................................................................................................................... 29

VARIANCES FOR UNRESTRICTED BUDGET

Request by Function ...................................................................................................................... 30 Functional Percentages .................................................................................................................. 31 Percentage of Total Increase .......................................................................................................... 32

OPERATING BUDGET (FUND 10)

Sources of Revenue (graph) ........................................................................................................... 33 Request by Object .......................................................................................................................... 34 Expenditures by Object (graph) ..................................................................................................... 35 Request by Functional Category ................................................................................................... 36 Expenditures by Function (graph) ................................................................................................. 37

Descriptions and Highlights of Functional Areas ......................................................................... 38

DETAIL BY COST CENTER ................................................................................................................. 47

CONTINUING EDUCATION ................................................................................................................. 52

AUXILIARY AND SPECIAL FUNDS ................................................................................................... 54

COST PER CREDIT HOUR

Cost Per Credit Hour by Object .................................................................................................... 57 Cost Per Credit Hour (graphs) ....................................................................................................... 58

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In addition, the college was one of four organizations in the United States recognized by the Malcolm Baldrige National Quality Award Program for its outstanding work in the areas of Customers and Operations. The Washington Monthly, in its annual ranking of the top two-year colleges for adult learners in the nation, ranked Howard Community College number seven on the list.

These are just a few of the accomplishments HCC has achieved over the past few months. College employees are the backbone of the college’s success and continuously strive to improve operations, which contributes to HCC’s achievements. However, this success could not have been possible without the support the college has received from the Howard County Government. In order to continue HCC’s success, your support is vital in the fiscal year (FY) 2019 budget. Hence, the college is asking you to consider fully funding its request of $33,965,130, an increase of $2,902,896 or 8.55 percent.

Budget Reallocation and Reductions

Each year before the college begins its budget development process, faculty and staff look for ways to reduce costs so that these funds can be reallocated to other areas. Since FY09, the college has saved over $5,625,500 in costs without reducing services. In the FY19 budget, HCC saved over $621,200. This occurred by reducing personnel and obtaining savings in contracted services, supplies, and mailings. The college had an early retirement incentive program, which saved over $335,000 as vacated positions were filled at lower salaries. In addition, when new positions are requested, many areas make reductions in other areas to fund the positions.

Highlights of the college’s budget request are detailed below:

New Personnel

There are 7.73 positions in this budget, of which four positions will be funded through reallocation of funds. These positions include two full-time faculty positions that will help the college address the deficit in the full-time/part-time faculty ratio. The Maryland Higher Education Commission has a benchmark ratio of 50 percent full-time faculty to 50 percent part-time faculty. The college’s current ratio from fall 2017 was 45 percent full-time faculty to 55 percent part-time faculty.

In addition, the budget includes:

Two positions to assist with the early college and dual enrollment programs HCC has with the Howard County Public School System (HCPSS);

One developmental mathematics lab manager*; One part-time accounts payable positon*; One special police officer*; One assistant director of Career Links*; One employee relations position; and One part-time internships and co-op manager.

* These positions were funded by reallocating funds from other areas.

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Salary Increases

The college has proposed a four percent salary increase in this budget. This increase would be the entire increase for staff as no step or cost of living adjustments are given to HCC employees. All employee salary increases are based on performance. However, it is important to note that when looking at surrounding counties, the following increases were given: MACC SALARY INCREASES (FY18)

College COLA Merit Total

Salary Increase

Notes

Cecil College 0.00% 3.50% 3.50%

Prince George's Community College 3.50% 0.00% 3.50% COLA: 2% on 7/1/17 and 1.5% on 1/1/18

Baltimore County 0.00% 3.00% 3.00% May grant COLA but not sure yet

Carroll 3.00% 0.00% 3.00%

Hagerstown Community College 3.00% 0.00% 3.00%

Montgomery College 1.00% 2.00% 3.00%

Southern Maryland 2.00% 1.00% 3.00% COLA is market adjustment eff. 1/1/18

Chesapeake College 2.50% 0.00% 2.50%

Howard Community College 0.00% 2.25% 2.25%

Allegany College 2.00% 0.00% 2.00%

Anne Arundel 0.00% 2.00% 2.00%

Frederick Community College 2.00% 0.00% 2.00%

Harford Community College 2.00% 0.00% 2.00%

Wor-Wic Community College 0.00% 2.00% 2.00%

Garrett College 1.80% 0.00% 1.80% COLA to be awarded 4/1/18

Baltimore City 0.00% 0.00% 0.00%

The proposed salary increase also includes an increase of $45 per credit hour for the adjunct faculty. The chart below shows HCC’s current standing among Maryland community colleges with comparable compensation systems. Even with this increase, HCC would still be below the Community Colleges of Baltimore County (CCBC) and Montgomery Community College. However, if Prince George’s Community College (PGCC) increases its rate in FY19, Howard would also be below PGCC’s current rate. It should be noted that HCC currently has a partnership with PGCC at the Laurel College Center, where faculty from both schools work side-by-side with different pay structures.

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Legislation Changes

This past month, HCC learned that the college needed to implement the new Maryland Healthy Working Families Act in February. With HCC’s latest workforce report, the college had 2,765 employees. Of this number, only 737 employees were receiving full benefits, which included sick leave. However, with this legislation, HCC will now need to provide an additional 2,028 employees with sick leave, if they regularly work more than 12 hours a week or 26 hours over a semi-monthly pay period. As the college has a large part-time employee and adjunct faculty population, this new law will have a significant impact in the FY19 budget. In FY19, the college expects implementation of this legislation to cost $382,000 based on HCC’s current utilization rates for sick leave.

Please note that funding to address costs related to collective bargaining is not included in the proposed FY19 budget. If legislation does pass, the college will need to look to the county to provide support to pay the costs in upcoming years.

Tuition Increase

A one-dollar tuition increase is being proposed for students in this budget. The increase would go into effect for fall 2018. Currently, the in-county per credit hour rate is $136 and would increase to $137. With the consolidated fee, this would cost an in-county resident $4,884 a year for 30 credits of instruction.

In accordance with state law requirements, in addition to the one-dollar increase, out-of-county tuition would increase $5 per credit hour and out-of-state tuition would increase $10 per credit hour. Out-of-county tuition is currently $219 and would increase to $225. Out-of-state tuition is $264 and would increase to $275. HCC students pay 36.7 percent of the total operating costs of the college, with the county request at 30.7 percent and the state proposal at 15.6 percent.

TABLE 5: ADJUNCT PAY RATES AT COMMUNITY COLLEGES IN ADJACENT COUNTIES TO HOWARD COUNTY (FY18)

College Level I Montgomery $1,105 CCBC $830 Prince George's $815 Howard $770 Carroll $763 Anne Arundel $762 Frederick $722 Baltimore City $623 HCC’s Rank 4th

College Level II Montgomery $1,195 Anne Arundel $899 CCBC $885 Carroll $857 Prince George's $835 Howard $820 Frederick $758 Baltimore City $693 HCC’s Rank 6th

College Level III Anne Arundel $1,424 Montgomery $1,275 CCBC $920 Howard $870 Prince George's $855 Frederick $812 Baltimore City $760 Carroll* NA HCC’s Rank 4th

Level I = 72% of adjuncts Level II = 17% of adjuncts Level III = 11% of adjuncts

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Based on the college’s discussions with the HCPSS, HCC will increase its dual enrollment population of HCPSS students. Under the current law, these students do not pay the full cost of tuition. These students, along with home-schooled students, are granted a 50 percent reduction in tuition. The college is anticipating increasing this population by almost 500 students. The HCPSS has labeled this program Jump Start, and this program will assist with the overcrowding in the HCPSS. Due to the large increase in this population and the tuition reduction that will be incurred, HCC has had to reduce its tuition revenue in this budget.

Funding Proposed by Maryland’s Governor

Governor Hogan has proposed a total 2.25 percent increase in the Cade formula for community colleges. Not included in the Cade funding is a one-time grant for community colleges with the stipulation that tuition increases be less than two percent. The total grant in FY18 was $4,000,000 to be distributed among the community colleges. It dropped to $2,000,000 for FY19. The governor’s overall funding to community colleges increased by only 2.04 percent for FY19. Howard’s funding is as follows:

Howard Community College FY18 FY19 Change Percentage

Cade Funding $17,661,176 $18,658,046 $996,870 5.6% Supplemental Grant for Tuition Increases less than two percent

304,101 154,734 (149,367) (49.1 %)

Total Funding $17,965,277 $18,812,780 $847,503 4.7 %

HCC’s funding is higher than the average due to its growth.

Unmet Need

Each year during budget preparation, HCC identifies a number of initiatives that the college needs to consider to meet the challenges of the future. These unmet needs represent large expenditures that HCC could not address as part of the FY19 budget process. With the college’s growth, these needs have become even more pressing. While HCC has always continued to look for grants and other funding sources to address these areas, the college continues to face obstacles in addressing these needs, which are identified in this book.

HCC’s Economic Return to the Taxpayers

Over the years, the Howard County Government has established itself as a strong supporter among counties in Maryland of its community college. The accolades that HCC has experienced could not have occurred without the county’s support. A statewide socioeconomic study shows that HCC graduates earnings will increase by $12,600 compared to someone with a high school diploma or GED, and over the working career, this increase amounts to a value of $428,400. Overall, the taxpayers’ annual rate of return on their investment at the college is 4.6 percent.

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Howard Community College is proud of the fact that the college has the highest percentage increase in degrees granted among Maryland community colleges since 2007. HCC has doubled the number of degrees given since 2009.

Howard Community College prides itself on “Providing Pathways to Success” that allow its shared diverse community to access innovative learning systems that respond to its ever-changing needs and interests. The college’s mission can only be accomplished with strong continued support from Howard County. As HCC continues to carry out its mission of delivering excellence in higher education, the college community hopes that the county will continue to support HCC’s efforts in FY19.

Thank you for your generous support of the college in the past. The college looks forward to your consideration of its FY19 budget request.

Sincerely,

Mamie J. Perkins Chair, Board of Trustees

MISSION, VISION, VALUES, AND STRATEGIC GOALS

MISSION

Providing pathways to success.

VISION

A place to discover greatness in yourself and others.

VALUES

InnovationNurturingSustainabilityPartnershipsIntegrityRespectExcellenceService

STRATEGIC GOALS 1. Student Success, Completion and Lifelong Learning2. Organizational Excellence3. Building and Sustaining Partnerships

Approved by Board of Trustees: May 21, 2017

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STRATEGIC GOALS AND BUDGET

Howard Community College Strategic Plan- Details

Fiscal Years 2016–2020

Strategic Goal #1. Student Success, Completion and Lifelong Learning 1.1 Increase number of students graduating annually.

Lead Action Plans for 2019

1.1A VPAA VPSS

Develop, evaluate, and revise program offerings (transfer and career) to meet the needs of students and the community, provide career opportunities [such as clinical placements, internships (see also strategic goal 3)] for students, and promote degree completion and transfer.

1.1B VPAA VPSS

Increase student participation in high impact (e.g., service learning) academic and specialized student engagement experiences that promote student success and completion.

1.1C VPSS VPAA VPIT

Support a percentage increase in annual graduates by providing support services to include intrusive advising of students with 45 or more credits, promoting reverse transfer, and awarding scholarships. Continue development of a guided pathways program plan for new full-time students.

1.1D VPAA Increase the use of open education resources.

1.2 Increase % of developmental completers, 4 years after entry to HCC, from 35.8% (fall 2003 cohort) to 45% (fall 2016 cohort). (MHEC Indicator)

1.2A VPAA

Evaluate and revise as indicated the requirement for developmental mathematics students to also enroll in the First Year Experience course. Evaluate and expand English 121 Accelerated Learning Program. Implement and evaluate course redesign linked to revision of the Code of Maryland Regulations (COMAR) definition of college-level mathematics. Encourage eligible developmental students to concurrently enroll in same-subject, credit-bearing course (see 1.2B).

1.2B VPAA VPSS VPIT

Evaluate College and Career Readiness and College Completion Act (CCCRA) requirement to include credit-bearing mathematics and English within the first 24 credit hours for first-time degree seeking students; encourage eligible developmental students to concurrently enroll in a same-subject, credit-bearing course; require students completing the developmental course sequence to immediately enroll in a same-subject, credit-bearing course the following semester.

1.2C VPAA VPSS

Expand the HCC Early Alert Program to attain positive outcomes in courses with low retention and success rates; establish a work group of faculty and staff to improve program processes and implement strategies to increase course completion and program effectiveness.

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1.3 Increase student successful-persistence rate after 4 years for all students from 73.2% (fall 2003 cohort) to 75% (fall 2016 cohort). Close performance gaps as needed for Black, Asian, and Hispanic students. (MHEC Indicator)

1.3A VPSS VPAA

Increase participation in Ambiciones from 25 to at least 100 students by 2020. Continue to increase retention, academic standing, and transfer and graduation rates with a goal of matching the rates of all students.

1.3B VPSS VPAA

Increase Howard P.R.I.D.E. participation by 30 percent, from 129 to 168 students, by 2020. Continue to increase retention, academic standing, and transfer and graduation rates with a goal of matching the rates of all students.

1.3C VPAA VPSS VPIT

Complete investigation of using multiple assessment measures as a strategy for more accurate English and mathematics placements for fall 2019 registration.

1.4 Increase student graduation and transfer rate after 4 years for all students from 51.9% (fall 2003 cohort) to 55% (fall 2016 cohort). Close performance gaps as needed for Black, Asian, and Hispanic students. (MHEC Indicator)

1.4A VPSS VPAA

Attract a critical mass of students to targeted programs (Howard P.R.I.D.E., Silas Craft Collegians, Ambiciones, Student Support Services, and Career Links) to provide supportive services to increase the graduation and transfer rates and close performance gaps of Black, Asian, and Latino-Hispanic students.

1.4B VPAA Continue the systematic evaluation plan for all academic programs.

1.4C VPAA Continue and evaluate the undergraduate research program for STEM students with a goal that participants complete their degrees at a rate above the general population of STEM majors.

1.4D VPAA VPSS

Actively promote diversity in restricted enrollment and honors programs.

Strategic Goal #2. Organizational Excellence

2.1 Increase % of minority employees to reflect county demographics from fall 2007 rates of 22.1% faculty and 20.9% staff (administrators and professional/ technical) to 24% and 28%, respectively, by fall 2020. (MHEC Indicator)

Lead Action Plans for 2019 2.1A ALL Improve faculty and staff recruitment efforts, outcomes, and retention.

2.2 Increase stakeholder satisfaction for students from spring 2012 rates of: 86.6% for credit students; to spring 2020 rate of 87%, and for employees, from fall 2007 rate of 4.29 to fall 2019 rate of 4.35. Continuing education students will report 95% satisfaction.

2.2A ALL Use systems thinking approach to improve (Plan-Do-Check-Act) a process or processes selected by the president’s team to create cost efficiencies while ensuring quality service to students and one another.

2.2B ALL Implement selected Commission on the Future recommendations.

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2.3 Make progress toward achieving a 50/50 FT/PT faculty ratio and adequate staffing to meet organizational needs.

2.3A VPAA Create scheduling efficiencies to meet the established benchmarks. 2.3B All Analyze vacancies and determine recruitment action.

2.4 Increase development/training expenditure per FTE employee to stay in top quartile. 100% of budgeted employees will complete the campus-wide online training required in each annual professional development term.

2.4A VPAF Continue to effectively and efficiently expend funds on professional development, including using an optimal mix of internal and external facilitators. Explore methods to capture the value of internal facilitators.

2.4 Reduce HCC's carbon footprint 1% each year to achieve 100% reduction in greenhouse gas emissions over 2009 levels by 2050.

2.4A VPAF

Investigate best practices; examine and refine existing metrics; incorporate new comparator for calculation of average gross emissions per square foot of built space (per 1,000 SF) aligned with college’s Facilities Master Plan and the President’s Climate Leadership Commitment signatories’ gross emissions by Carnegie class.

Strategic Goal #3. Building and Sustaining Partnerships 3.1 Increase resources to provide scholarships and facilities to students.

Lead Action Plans for 2019

3.1A President Raise $1,400,000 for scholarships and endowments.

3.1B President Obtain $2.4 million in competitive grants.

3.1C VPAA VPAF Continue the renovation construction of N and ST buildings.

3.2 Increase opportunities to serve the regional needs.

3.2A VPSS Increase the draw rate of HCPSS recent high school graduates to 26 percent by continuing to promote the honors/scholars brand and by increasing dual enrollment and Early College.

3.2B VPSS Increase enrollment, transfer, and college completion of adult students by implementing the adult learner initiative recommendations.

3.2C VPAA VPSS VPIT

Develop credit and noncredit courses that meet regional employment needs and expand internship/apprenticeship/stackable credential opportunities.

The document was approved by the board on May 31, 2017.

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SUMMARY OF STRATEGIC PRIORITY BUDGET REQUESTS

STRATEGIC GOAL # 1 - Student Success, Completion and Lifelong Learning FTE Revised Amount

Strategic Initiative - 1.1, 1.1ADevelopmental mathematics lab manager 1.00 20,588$ Step UP hourly funds 4,306Strategic Initiative - 1.1, 1.1CAdmissions and advising hourly 16,148Financial aid hourly 10,765Strategic Initiative - 1.3, 1.3BHoward P.R.I.D.E. hourly 10,765

Total Student Success, Completion and Lifelong Learning 1.00 62,572

STRATEGIC GOAL # 2 - Organizational ExcellenceStrategic Initiative - 2.2, 2.2AIncrease adjunct faculty rate $25 per teaching hour 223,375 Dental hygiene software 4,000 Colleague hosting 150,000 Strategic Initiative - 2.2, 2.2B

Dues and subscriptions 10,000 Strategic Initiative - 2.3, 2.3BFull-time biology faculty 1.00 82,282 Health sciences hourly funds 10,765 Strategic Initiative - 2.4, 2.4AOSHA trainings 2,500Student computer software 12,000

Total Organizational Excellence 1.00 494,922

STRATEGIC GOAL #3 - Building and Sustaining PartnershipsStrategic Initiative - 3.2 3.2AAcademic coordinator of Early College and dual enrollment (mid year hire) 1.00 36,205 Student services coordinator of Early College and dual enrollment (mid year hire) 1.00 37,706 Early College hourly funds 26,913Early College marketing materials 7,500

Total Building and Sustaining Partnerships 2.00 108,324Grand Total 4.00 665,818$

STRATEGIC INITIATIVES HOWARD COMMUNITY COLLEGE

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CRITICAL UNMET NEEDS

Howard Community College UNMET NEEDS

Introduction

Howard Community College is confronted with the demands of a dynamic community and the increased costs of technology-rich educational programs, which creates enormous pressure on the operating budget. Although the college receives public funding from the county and state, the level of support is inadequate to meet total needs. Hence, the college has developed a list of unmet needs as part of the budget development process.

While there are innumerable unmet needs in programs throughout the college, this list delineates those exigencies that are directly tied to strategic initiatives and core work and require a major expenditure.

OPERATING NEEDS

Full-time Faculty - $987,378

The Maryland Higher Education Commission has a guideline of 50/50 for full-time and part-time faculty. In fall 2017, HCC demonstrated a slight decrease in full-time enrollment (FTE) growth. The current full-time/part-time ratio is 45 percent full-time to 55 percent part-time, compared to the fall 2016 ratio of 42 percent full-time to 58 percent part-time and the fall 2015 ratio of 41 percent full-time to 59 percent part-time. Depending on enrollment for the spring semester of this fiscal year, the full-time/part-time ratio could be positively affected.

Projecting no growth in full-time equivalent enrollment for FY19, the college would need an additional 13 new faculty to move to the 50/50 benchmark. The college is budgeting for one new faculty position to address the ratio. The unmet need is for 12 new faculty, with a total cost of $987,378.

Adjunct Faculty - $446,750

If the college expects to compete with other institutions for adjunct faculty, it will need to increase the pay rate by an additional $75 per credit within the next two years. However, the current budget does not allow for that adjustment. The college has budgeted for a $25 per credit increase. The unmet need is $446,750.

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Staff Positions - $1,250,626

Between the period the FY00 through FY17, credit enrollment grew over 127 percent in FTEs and 78 percent in headcount. During that same period, staff positions have only grown by 71 percent. This percentage does not include growth in faculty or positions that were hired to maintain the new buildings. Since FY00, the college has added over 556,923 square feet of new space and three new parking garages. Due to budget limitations and the addition of the new buildings, the college has concentrated primarily on adding faculty positions to meet the 50/50 ratio and staff positions to maintain the new facilities. However, the college has not been able to add the adequate number of positions needed in other areas where the college has grown. A recommendation of the accreditation team from the Middle States Commission on Higher Education was to develop a multi-year staffing plan to begin to plan for future staffing needs. The plan was developed in FY12 and is updated each year. The plan recommended that 20.36 non-faculty positions should be funded in FY19. Currently, the FY19 budget is only able to address 4.57 of those 20.36 staff positions. The $1,250,626 represents the unfunded position requests for FY19 only. Of the 20.36 unfunded positons, the top eight positions that were unable to be funded besides the critical faculty positions include:

An internships and co-op manager; An employee relations specialist; A diversity officer; An instructional technologist; A research associate; An enterprise server engineer; An office associate in the social sciences division; and An event setup/asset relocation technician

Technology – $1,624,000

The college needs to maintain and advance its technology infrastructure to meet the operational and support requirements for student services, teaching, learning resources, and business process. The following technology needs have not been met in the FY19 budget, and will be delayed until resources can be made available.

The college uses a five year refresh cycle for the replacement of computers, which will require $796,000 in funding to meet this need. The college’s network infrastructure also requires $388,000 in funding for replacement and upgrades of servers, network, and telecommunications technologies.

The college is phasing the purchase of computer hosting and management services for its administrative computer system and applications that support the college’s business processes and services for human resources, finance, enrollment management and student records. The services total cost annually is $440,000 and requires a five-year

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commitment. The college can purchase this service in stages to support specific applications as funding becomes available.

Financial Aid Estimated Unmet Need - $39,986,626

Howard Community College tracks the unmet need of financial aid applicants admitted to HCC who apply for financial aid and demonstrate financial need. This number includes both applicants who enrolled and those who did not enroll. Unmet need is defined as the proportion of educational costs that financial aid applicants are unable to fund themselves or with grant and scholarship aid. Educational costs include tuition and fees, room and board, books, transportation, and miscellaneous expenses.

In an effort to keep the cost of education affordable for all students, HCC provides a substantial amount of institutional funding in the form of grants and scholarships to supplement the Federal Pell Grant and provide assistance to students who aren’t Pell eligible but still have significant financial need. In FY17, the college awarded $778,104 from its operational/special funds budget for institutional aid. Additionally, the Howard Community College Educational Foundation, Inc. provided more than $983,546 in stipulated and endowed scholarships to offset educational expenses for students, excluding Pathway Scholarship awards. In total, $1,761,650 in institutional grants and foundation scholarships disbursed in FY17 was an increase of 2.1 percent over FY16. However, HCC disbursed $424,870 in Pathway Scholarship funds in FY17, which was a slight increase of just under one percent over FY16, but a decrease of 70 percent from the $1,484,699 in Pathway scholarships funds disbursed in FY15.

During the FY17 application cycle, the total unmet need of HCC students was $39.9 million. HCC’s unmet need for financial aid applicants increased by 11.3 percent from the prior year, when the unmet need figure was $35.9 million, although FY16’s unmet need was an increase of 23.7 percent over FY15, so the rate of increase has declined. The decline in Pathway Scholarship funding, which is used to help Pell Grant recipients and other high-need students to cover direct costs, most likely impacted the increase in the unmet need and the enrollment of high-need students. The number of aid applicants who enrolled in FY17 decreased by eight percent over FY16. Since HCC’s unmet need measure is based on financial aid applicants, not only on recipients of aid, the unmet need of students who applied for financial aid but did not enroll is included in the $39.9 million unmet need figure.

HCC disbursed $10,360,685 in Pell Grant dollars in FY17 to 3,372 students, which represents an increase of just under one percent in dollars and 1.8 percent in recipients over FY16. The volume of loans borrowed increased by 4.9 percent to $7.4 million in FY17 over FY16 and the number of borrowers decreased by 2.5 percent from 1,412 in FY16 to 1,376 in FY17, with the average loan amount borrowed increasing by 7.7 percent. In general, the total number of financial aid recipients declined slightly by 0.3 percent in FY17. HCC also saw an increase this year in the percentage of awarded

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students who enrolled in classes, from 60 percent of awarded students enrolling in 2016 to 65 percent in 2017.

In summary, HCC continues to see students squeezed by stagnant federal and state aid levels and growing expenses. Grants and scholarships accounted for 63 percent of the aid disbursed at HCC in FY17, down from 63.8 percent in FY16, and 66.7 percent in FY15, due to a decrease in Pathway Scholarship funds.

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COUNTY BUDGET REQUEST

FISCAL YEAR 2019 COUNTY FUNDING REQUESTOPERATING BUDGET

DESCRIPTION FY18BUDGET

REQUESTED INCREASE

FY19BUDGET

PERCENTAGE INCREASE

FY19 Operating budget funding 33,965,130$ 1,020,686$ 34,985,816$ 3.01%


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LOCAL, STATE, AND TUITION PER FTE

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BUDGET HIGHLIGHTS

HOWARD COMMUNITY COLLEGE BUDGET HIGHLIGHTS

REVENUES OF THE UNRESTICTED AND AUXILIARY FUNDS

Tuition and Fee Revenue A two dollar tuition increase is included in the budget. The credit tuition rate will be $138 per credit hour for in-county students. Due to state guidelines, out-of-county tuition will go up seven dollars to $226 and out-of-state tuition will go up $12 to $276. FY19 enrollment is not projected to grow above the current levels, however, the college is anticipating that dually enrolled students will be replacing adult learners. In addition, an increase in the tuition budget was made to reflect an increase in out-of-state enrollments.

The consolidated fee remains at 18.82 percent of in-county tuition revenue. Instructional fee revenue, used to offset various direct instructional costs for the classroom, is increasing to cover increased costs.

Two offsetting changes were made in the FY19 budget. Discounts are increasing tuition as the college is now showing discounts as both revenue and expense in the budget. In addition, part of the consolidated fee for technology enhancements, previously collected in the operating fund, has been moved to the special funds.

These changes created a net increase in tuition revenue and fees of $474,453.

County The college’s FY19 operating budget contains a 3.01 percent, or $1,020,686 increase from the county. Funding is required to move the college forward on its planned strategic initiatives and support a merit increase for employees.

State Based on the governor’s budget, the college should receive an increase of 4.72 percent, or $847,503 over the FY18 budget. Part of this increase is tied to a commitment to keep tuition increases below two percent.

Other Income Other income is primarily increasing for interest income due to an anticipated increase in interest rates

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Continuing Education This is a self-supporting area of the budget. Continuing education’s annual contribution has a one-time increase to move all anticipated excess revenue to the operating fund. The net change in this area of the budget is one percent due to growth in several non-credit programs.

Special Funds This is also a self-supporting area of the budget and represents revenue from camps, special educational program fees, sports programs, The Music Institute, international education programs, educational media, student alumni arts, job fairs, Project Access, Rep Stage, and the Laurel College Center (LCC). Revenue in this fund is budgeted to decrease ten percent due to removal of one-time budgets created in FY18 that supported the opening of the science, engineering, and technology building and other FY18 initiatives.

Auxiliary Funds This fund consists primarily of the bookstore, food service, athletics programs, and the Children’s Learning Center (CLC). This area of the budget is anticipated to decrease four percent in FY19.

The primary reduction of revenue is due to a lower bookstore commissions as sales trends for the college’s bookstore are in decline. In addition, the subsidy for the food service operation is lower as the college efforts to reduce costs in that area have been positive.

Unrestricted Surplus The use of the unrestricted surplus continues to be a significant source of revenue in the operating budget, totaling $1,989,882. This funding source had no change in the FY19 budget. These funds will be taken from continuing education’s fund balance if surplus funds are not available at year-end.

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HOWARD COMMUNITY COLLEGEFISCAL YEAR 2019

SOURCES OF REVENUEUNRESTRICTED AND AUXILIARY BUDGET

Tuition and Fees, $44,539,039 , 38%

County, $34,985,816 , 29%

State, $18,812,780 , 16%

Other*, $17,236,627 , 14%

Auxiliary Revenue, $3,107,115 , 3%

*Other: Unrestricted Appropriation $12,748,751 Other $4,487,876

Total: $118,681,377

14

29.1% 28.9% 28.6% 26.9%

26.3%26.9%

27.4% 26.8%28.2%

28.7% 29.5%

32.8%34.8%

38.5%

39.3%

39.2% 38.7% 37.4%37.4% 37.4% 36.5%

37.5%

14.9% 15.0% 13.7% 13.0% 12.2% 13.0%13.6%

13.6%15.2% 15.2% 15.9%23.2%

21.3% 19.2%

20.8%22.3% 21.4%

21.6% 22.2%

19.2%

19.6%17.1%

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

County

Tuition & Fees

State

Other

THOUSANDS OF DOLLARS

HOWARD COMMUNITY COLLEGESOURCES OF REVENUE FISCAL YEARS 2009‐2019

UNRESTRICTED AND AUXILIARY BUDGET

15

HOWARD COMMUNITY COLLEGE BUDGET HIGHLIGHTS

EXPENDITURES OF THE UNRESTRICTED AND AUXILIARY FUNDS

New Faculty and Staff The budget includes 5.57 critically needed faculty and staff positions. All of these positions are necessary in order to meet specific strategic and core work goals. As outline in the budget details, several of these positions are being funded with existing funds.

Performance Increase A 2.5 percent merit pool is included in the budget.

Part-Time Faculty and Hourly A $25 per credit hour rate increase is included in the budget to bring the part-time faculty rate to $795 per credit hour. In addition, due to the new Maryland legislation for sick and safe leave, the college has increased the budget for required paid leave for hourly staff and adjunct faculty.

Benefits The college is anticipating a 5.5 percent increase in health insurance costs beginning in January 2019. This is same percentage increase received in 2018 and costs are anticipated to continue to increase at this rate. Other salary-related benefits are budgeted to increase in relationship to the merit increase. Other non-salary related benefits have remained level in the budget.

Non-personnel Costs The budget includes various increases in non-related personnel costs. In addition to the large movement of technology costs to the special funds and the change in reporting of discounts as an expense mentioned above, instructional costs are rising in the FY19 budget. Contracted services for cloud computing and the public safety contract are also increasing.

Continuing Education/Special Funds/Auxiliary These are self-supporting areas of the budget and expenses are changing in relationship with revenue increases and decreases described above. Primarily noncredit instruction, international programs, summer and athletic camps, Rep Stage, the Laurel College, Project Access, special programs, the bookstore, food services, the Children’s Learning Center, and athletic programs are included in these budgets.

16

HOWARD COMMUNITY COLLEGE FISCAL YEAR 2019 EXPENDITURES

UNRESTRICTED AND AUXILIARY BUDGETBY FUNCTION

Instruction, $51,695,977 , 43%

Academic Support, $13,867,447 , 12%

Student Services, $11,427,935 , 10%

Facilities, $16,580,999 , 14%

Institutional Support, $17,667,209, 15%

*Other, $4,334,695 , 4%

Auxiliary Expenses, $3,107,115, 2%

Total: $118,681,377

*Other: Scholarships/Waivers $3,440,897 Public Service $893,798

17

SOURCE AND USE OF FUNDS FOR THE UNRESTRICTED AND

AUXILIARY FUNDS

*Requested PercentageIncrease Increase

FY18 FY19 OverBudget Budget FY18

1 * Tuition - $2 increase 27,844,090$ 348,600$ 1%

1 *Tuition - Additional increase out of state students as well as an additional increase of $5 out-of-county; $10 out-of-state (over $2)* 313,710 1%

1 * Tuition - Pass through adjustment for discounts* 550,000 2%2 * Operating - Instructional and student fees 4,293,927 112,143 3%2 * Operating - Consolidated fee reclassification of technology fee** (850,000) -20%3 * Operating - County 3.01% 33,965,130 1,020,686 3%4 * Operating - State 4.28% 15,654,692 669,314 4%5 * Operating - Other income 340,654 224,532 66%6 * Operating - Unrestricted surplus 1,989,882 - 0%7 * Continuing education*** 8,991,097 419,355 5%8 * Special funds 21,858,649 (2,172,199) -10%9 * Auxiliary funds 3,244,805 (137,690) -4%

TOTAL SOURCE OF FUNDS 118,182,926$ 498,451$ 0%

Core StrategicWork Priorities

PERSONNEL COSTS10 * Performance increases and annualizing 41,585,167$ 816,482$ -$ 816,482$ 2%11 * New positions**** - - 176,781 176,781 0%12 * FICA and fringe benefits 13,042,143 445,668 - 445,668 3%13 * Adjunct faculty and hourly 9,900,833 788,584 303,037 1,091,621 11%

SUBTOTAL PERSONNEL 64,528,143$ 2,050,734$ 479,818$ 2,530,552$ 4%

NON-PERSONNEL COSTS14 * Contracted services 8,385,183$ (815,492)$ 150,000$ (665,492)$ -8%15 * Supplies and materials 2,419,027 133,143 7,500 140,643 6%

Communications 685,292 - - - 0%16 * Professional development and special projects 1,128,844 1,500 12,500 14,000 1%

Utilities 2,930,430 - - - 0%17 * Fixed costs 1,829,944 4,220 - 4,220 0%18 * Scholarships and waivers 1,264,247 724,975 724,975 57%19 * Furniture/equipment/software/books 1,612,643 - 16,000 16,000 1%

SUBTOTAL NON-PERSONNEL COSTS 20,255,610$ 48,346$ 186,000$ 234,346$ 1%

TOTAL OPERATING BUDGET (FUND 10) INCREASE 84,783,753$ 2,099,080$ 665,818$ 2,764,898$ 3%

7 * Continuing education fund 8,295,719 43,442 - 43,442 1%8 * Special funds 21,858,649 (2,172,199) - (2,172,199) -10%

SUBTOTAL UNRESTRICTED FUND INCREASE 114,938,121$ (29,677)$ 665,818$ 636,141$ 1%

9 * Auxiliary funds 3,244,805 (137,690) - (137,690) -4%

TOTAL APPLICATION OF FUNDS 118,182,926$ (167,367)$ 665,818$ 498,451$ 0%

Detailed explanations are on the following pages

*Percentage is based on $27,844,090

**Percentage is based on $4,293,927

***FY18 budget amount does not include the revenue reduction for the contribution to the operating fund

****Percentage is based on $41,585,167

HOWARD COMMUNITY COLLEGESOURCE AND USE OF FUNDS

FISCAL YEAR 2019

APPLICATION OF FUNDS

SOURCE OF FUNDS

18

HOWARD COMMUNITY COLLEGE NOTES TO FISCAL YEAR 2019 SOURCE AND USE OF FUNDS

OF THE UNRESTRICTED AND AUXILIARY FUNDS

1. Credit tuition – operating fundA two dollar tuition increase is being proposed for students in this budget. The increasegoes into effect for the fall term of 2018. Tuition revenue is anticipated to increase$348,600 for the tuition increase. Currently, the in-county per credit hour rate is $136and will increase to $138. A one dollar tuition increase generates a net of $167,328after reductions for credit card fees, waivers, scholarships, and bad debt expense.

In accordance with state law requirements, out-of-county tuition will increase $7 and out-of-state tuition will increase $12. Out-of-county tuition is currently $219 and will increase to $226. Out-of-state tuition is $264 and will increase to $276. This mandated additional increase of $5 and $10 respectively, is projected to generate $212,552 in additional tuition revenue.

Enrollment is projected to remain consistent with FY18 levels. The college continues to experience declining enrollment in the adult learner population due to positive economic factors. This decline is anticipated to be offset by new enrollments from the Jump Start program; a collaboration with the Howard County Public School System to increase dual enrollment and assist with overcrowding in certain high schools. Due to higher out-of-state enrollments experienced in FY18, $101,158 in additional tuition revenue has been added to the budget. This means total out-of-county and out–of- state tuition is increasing $313,710.

One other change made to tuition in the FY19 budget is a pass-through increase of $550,000, added to both tuition revenue and the scholarships/waivers expenditure function. These are not new discounts. Previously, the college netted discounts with tuition revenue, but to improve reporting, the college is now showing gross revenue under tuition and including discounts with scholarships and waivers. Discounts have been approved for dually enrolled high school students, National Guard members, active service military members, Manpower Shortage program discounts to the extent not reimbursed by the state, and contracts with county employer’s to train employees at in-county rates regardless of residency.

2. Instructional course fees and student fees – operating fundFee revenues are increasing $104,643 in the FY19 budget. Overall, instructional feesare projected to increase primarily due to enrollment increases in health sciences andscience, engineering, and technology (SET), experienced in FY18. In addition, theathletics facility is anticipating an increase in user fee revenue of $7,500. This wouldgenerate $112,143 in additional fee revenue.

Two divisions that are increasing fees are, arts and humanities and health sciences. Rising costs associated with various programs within these divisions include supplies, specialized materials and equipment, and contracted services.

19

The consolidated fee remained the same at 18.82 percent of the in-county tuition rate. In addition, the technology fees collected as part of the college’s consolidated fee are being reclassified from the operating budget to the special funds budget in FY19. This amount is estimated to be $850,000. In prior years, these fees were transferred at year-end to the special funds, so this change facilitates the current practice of spending technology funds for as needed rather than as earned.

3. County – operating fundA 3.01 percent increase for the operating budget is shown from the county reflectingan increase of $1,020,686 over the FY18 funding level. A portion of the increaseis, 65 percent or $665,818 is directly tied to the college’s strategic initiatives andrequired in order to move the college forward on its planned goals for FY19.

County funds will also help to support a 2.5 percent merit increase for budgeted and certain hourly employees; a modified recommendation from the 4.25 percent made by the salary and benefits committee.

4. State – operating fundState funding is anticipated to increase 4.72 percent, or $847,503, as detailed in thegovernor’s FY19 state budget. The state-funding formula is based on a percentage ofthe full-time equivalent rate received by the four-year universities, and the college willreceive $996,870. This increase also includes a one-time grant of $2,000,000 forMaryland Community Colleges that requires colleges to keep tuition increases belowtwo percent. HCC will receive $154,734 of that amount, however the FY18 one-timefunding of $304,101 reduces the total increase the college will receive. The state-funding is distributed in the budget as outlined below:

Description FY18 Approved

Budget

FY19 Proposed

Budget

Change Amount

Percentage Change

Operating Budget

$15,654,692 $16,324,006 $669,314 4.28%

Continuing Education

$1,933,763 $2,109,676 $175,913 9.10%

Special funds $376,822 $379,098 $2,276 .60% TOTAL $17,965,277 $18,812,780 $847,503 4.72%

5. Other income – operating fundOther income is increasing $224,532 due primarily to the anticipated increase ininterest rates.

20

6. Unrestricted appropriation – operating fundFunds required to balance the operating budget remain $1,989,882, the same level asin the FY18 budget. These funds will be taken from continuing education’s fundbalance if surplus funds are not available at year-end.

7. Continuing education fundThe continuing education division’s revenue and expenses are projected to increasefive percent, or $419,355. As noted under the state revenue above, this division willget an additional $175,913, which is included in this increase. Areas that areexperiencing growth include nursing and allied health programs, the English LanguageCenter, and childcare programs. Expenses are projected to increase one percent inrelation to the expected higher enrollments in this division.

Support to the operating fund from this division will be increased by $375,913 and totals $1,071,291 in the FY19 budget. The division has demonstrated its ability to provide this support and therefore a one-time adjustment to the contribution has been made. In the future, the contribution is anticipated to increase one percent per year.

8. Special fundsThis fund is primarily a self-supporting area of the budget and represents a pass-through of funds. It also serves as a contingency fund for unanticipated enrollmentgrowth. Budgeted revenues and expenses are anticipated to decrease ten percent, or$2,172,199.

The decline can be attributed to one-time budgets created in the FY18 budget to support startup costs for the science, engineering, and technology building and the compensation study which have been eliminated in this budget. In addition, the international education program budgets have been reduced to better reflect spending requirements for those programs.

Programs in the special funds that receive support from the operating budget are The Music Institute, Rep Stage, Project Access, the art gallery, the Early College program, new admissions and commencement initiatives, legal fees, bus subsidies, and special one-time scholarships.

9. Auxiliary fundsThe auxiliary fund consists of the bookstore, food services, the Children’s LearningCenter (CLC), and student athletic programs. The budget decreased four percent, or$137,690 in revenue and expenses. The art gallery was reclassified to the specialfunds budget and moved from the auxiliary fund because it is fully subsidized by thecollege and supports the educational experience.

Costs associated with the food services operation have declined as efforts made to reduce the college’s subsidy of this operation have shown positive results. The budget was reduced in this area to bring it in line with actual trends. The college subsidy for the food service operation is anticipated to be $498,557.

21

The Children’s Learning Center enrollment is not anticipated to change significantly next year, however, tuition rates for most children at the center will increase three percent over the current year. Additional costs are primarily associated with salary and benefit increases. The Children’s Learning Center continues to get support from the operating fund or unrestricted fund balance ($388,276) in order to balance its budget.

The athletic programs costs increased 2.5 percent. These programs are supported by a portion of the student government’s consolidated fee and some miscellaneous program income.

10. Performance increases and annualizingThis request represents a 2.5 percent salary merit pool for employees, totaling$1,108,070. An increase for faculty promotions of $156,765 earned during FY18 arealso included. These increases are offset by an annualizing adjustment of $423,353after resetting salaries due to personnel changes.

11. New positionsThe amount of $176,781 is designated in the budget to fund one faculty position and4.57 staff positions. These positions are necessary to meet specific strategic and corework goals. Details are outlined in the position section of the budget book. Please notethat the majority of the cost for the developmental lab position, the accounting clerk,special police officer, the international advisor, and the Career Links assistant director,are being covered by existing funds. The two early college and dual enrollmentpositions will be started mid-year.

12. FICA and fringe benefitsThe college is anticipating a 5.5 percent increase in health care costs beginning inJanuary 2019. This is the percentage increase received for 2018 and it is believed theincreased costs will continue. Salary-related benefits, included in this figure, arebudgeted to increase in relationship to the merit increase and some benefits, such astuition remission, have maintained level funding.

13. Adjunct faculty and hourlyBased on the recommendation from the salary and benefits committee, a $25 perteaching hour increase is included in this budget for part-time faculty and totals$223,375. This increase is needed in order to attract highly qualified faculty and becompetitive in the market. Competition for these faculty from other area colleges hasmade it difficult to fill teaching needs in some divisions. In addition, growth in the SETdivision requiring $128,104; and $168,000 to increase lab faculty pay across divisions,is included in the budget.

Funds needed for hourly support due to increased workload and to support strategic initiatives requires $110,020, and is included. A 2.5 percent increase for hourly employees who may be eligible for merit increases, totals $54,805, and is also included.

22

In response to the passage of the new Maryland sick and safe leave legislation that requires non-budgeted workers to accrue and be paid sick leave, the college has included $382,317 in the budget.

14. Contracted servicesThere is an overall net decrease of $665,492 for contracted services in the FY19budget. An $850,000 decline in technology enhancements due to the fees beingreallocated from the operating budget to the special funds budget as described inrevenue above, is the primary change. Various service contract costs are alsoincreasing, primarily related to hosting the college’s administrative informationsystems, the public safety contract, and facility repairs. Costs associated with the $2tuition increase for credit card fees is also included here.

15. Supplies and MaterialsThe increase in this area of the budget is primarily related to the pass-throughinstructional costs associated with the fee increases discussed in no. 2 above. Inaddition, marketing materials to support the new Jump Start program with the HowardCounty Public schools, and facilities supplies are included in the budget.

16. Professional Development and dues and subscriptionsInstitutional dues and subscriptions have been increased in the FY19 budget alongwith professional development funds for required safety training.

17. Fixed costsThe reduction in fixed costs is primarily due to the decrease in property and liabilityinsurance. This savings is offset by costs associated with the $2 tuition increase forbad debts that is included here.

18. Scholarships, waivers, and discountsAs noted under tuition above, discounts will be included as an expense in this categoryof the budget and are anticipated to total $550,000. In addition, $168,003 of newdiscounts has been added to the budget for the expected increase in high schoolstudents who receive a 50 percent discount on tuition. State mandated waivers thatrelate to the $2 tuition increase are also included in this category.

19. Furniture/equipment/software/booksCosts associated with Microsoft licenses for the student computer services and asoftware upgrade for the dental hygiene division are included in this request.

It should be noted that various reallocations within the existing budget were done to redistribute funds prior to making requests for new funding.

23

NEW POSITIONS

New Position Requests Full-Time Equivalent

Total New Cost

Biology Faculty 1.00 82,282$

Developmental mathematics lab manager* 1.00 20,588 Accounts payable clerk* 0.60 - Special police officer* 0.67 - Assistant director, Career Links* 0.13 - International student advisor* 0.17 - Student Services coordinator of Early College and dual enrollment (mid-year hire) 1.00 37,205 Academic coordinator of Early College and dual enrollment (mid-year hire) 1.00 36,706

Total operating positions 5.57 176,781$

*All or most of the required funding was covered by the department through a reallocation of funds.

FISCAL YEAR 2019NEW OPERATING POSITIONS


24

UNRESTRICTED AND RESTRICTED FUNDS

HOWARD COMMUNITY COLLEGEUNRESTRICTED AND AUXILIARY FUNDS

FISCAL YEAR 2019

CONTINUING EDUCATION TOTALApproved Requested Approved Requested Approved Requested Approved Requested

Budget Budget Budget Budget Budget Budget Budget BudgetFY18 FY19 FY18 FY19 FY18 FY19 FY18 FY19

SOURCE OF FUNDS

Tuition and FeesSummer 2,352,979$ 2,210,000$ -$ -$ 500,000$ 219,000$ 2,852,979$ 2,429,000$ Fall 12,909,992 13,596,200 10,468 10,467 1,867,979 1,783,979 14,788,439 15,390,646 Intersession 953,524 957,000 - - - - 953,524 957,000 Spring 11,627,595 12,293,200 10,468 10,467 1,736,000 2,060,000 13,374,063 14,363,667 Noncredit - - 4,606,957 4,651,449 50,000 136,000 4,656,957 4,787,449 Fees 4,293,927 3,556,070 1,918,000 1,998,950 217,980 1,056,257 6,429,907 6,611,277

SUBTOTAL - Tuition and Fees 32,138,017$ 32,612,470$ 6,545,892$ 6,671,333$ 4,371,959$ 5,255,236$ 43,055,868$ 44,539,039$

GovernmentalLocal (Howard County) 33,965,130$ 34,985,816$ -$ -$ -$ -$ 33,965,130$ 34,985,816$ State of Maryland 15,654,692 16,324,006 1,933,763 2,109,676 376,822 379,098 17,965,277 18,812,780 Federal - - - - - - - -

Other 340,654 565,186 277,657 295,658 4,356,614 3,627,032 4,974,925 4,487,876 Continuing Education Contribution 695,378 1,071,291 (695,378) (1,071,291) - - - - Unrestricted Appropriation 1,989,882 1,989,882 233,785 333,785 12,753,254 10,425,084 14,976,921 12,748,751 Contingency 1,000,000 - 1,000,000 SUBTOTAL 52,645,736$ 55,936,181 1,749,827$ 1,667,828$ 17,486,690$ 14,431,214$ 71,882,253$ 72,035,223$

AUXILIARY REVENUE -$ -$ -$ -$ 3,244,805$ 3,107,115$ 3,244,805$ 3,107,115$

TOTAL 84,783,753$ 88,548,651$ 8,295,719$ 8,339,161$ 25,103,454$ 22,793,565$ 118,182,926$ 119,681,377$

USE OF FUNDS

Instruction 36,130,656$ 37,109,627$ 7,443,920$ 7,496,262$ 7,997,862$ 7,090,088$ 51,572,438$ 51,695,977$ Public Service 669,700 691,298 - - 251,268 202,500 920,968 893,798 Academic Support 10,403,470 10,957,893 - - 3,367,415 2,909,554 13,770,885 13,867,447 Student Services 8,114,080 8,275,481 - - 3,387,483 3,152,454 11,501,563 11,427,935 Facilities 13,746,877 13,893,586 - - 2,992,413 2,687,413 16,739,290 16,580,999 Institutional Support 14,498,947 14,675,768 - - 3,094,208 2,991,441 17,593,155 17,667,209 Scholarships/Waivers 1,220,023 1,944,998 851,799 842,899 768,000 653,000 2,839,822 3,440,897 Contingency 1,000,000 - - - - - 1,000,000

SUBTOTAL 84,783,753$ 88,548,651$ 8,295,719$ 8,339,161$ 21,858,649$ 19,686,450$ 114,938,121$ 116,574,262$

AUXILIARY EXPENSES -$ -$ -$ -$ 3,244,805$ 3,107,115$ 3,244,805$ 3,107,115$

TOTAL 84,783,753$ 88,548,651$ 8,295,719$ 8,339,161$ 25,103,454$ 22,793,565$ 118,182,926$ 119,681,377$

NET CHANGE IN FUND BALANCE -$ -$ -$ -$ -$ -$ -$ -$

OPERATING SPECIAL

25

Approved RequestedActual* Budget BudgetFY17 FY18 FY19

SOURCE OF FUNDS

Tuition and FeesSummer 2,788,561$ 2,852,979$ 2,429,000$ Fall 13,352,819 14,788,439 15,390,646 Intersession 949,724 953,524 957,000 Spring 11,967,099 13,374,063 14,363,667 Noncredit 3,632,912 4,656,957 4,787,449 Fees 6,167,461 6,429,907 6,611,277

SUBTOTAL - Tuition and Fees 38,858,576$ 43,055,868$ 44,539,039$

GovernmentalLocal (Howard County) 32,240,298$ 33,965,130$ 34,985,816$ State of Maryland 17,411,556 17,965,277 18,812,780 Federal - - -

Other 3,669,512 4,974,925 4,487,876 Unrestricted Appropriation - 14,976,921 12,748,751

SUBTOTAL 53,321,366$ 71,882,253$ 71,035,223$

AUXILIARY FUNDS 2,587,952$ 3,244,805$ 3,107,115$

TOTAL 94,767,894$ 118,182,926$ 118,681,377$

USE OF FUNDS

Instruction 41,695,795$ 51,572,438$ 51,695,977$ Public Service 762,914 920,968 893,798 Academic Support 10,657,689 13,770,885 13,867,447 Student Services 8,161,693 11,501,563 11,427,935 Facilities 13,218,628 16,739,290 16,580,999 Institutional Support 15,106,309 17,593,155 17,667,209 Scholarships/Waivers 2,247,030 2,839,822 3,440,897

SUBTOTAL 91,850,058$ 114,938,121$ 115,574,262$

AUXILIARY FUNDS 2,388,147$ 3,244,805$ 3,107,115$

TOTAL 94,238,205$ 118,182,926$ 118,681,377$

NET CHANGE IN FUND BALANCE*** 529,689$ -$ -$

*Source: June 2017 financial report to the board.**Includes all college funds except restricted, capital, and agency funds.***Fund balance held to fund programs in FY18.

HOWARD COMMUNITY COLLEGEUNRESTRICTED AND AUXILIARY BUDGET **

FISCAL YEAR 2019

26

Approved RequestedActual Budget BudgetFY17* FY18 FY19

SOURCE OF FUNDS

Tuition and FeesSummer -$ -$ -$ Fall - - - Intersession - - - Spring - - - Noncredit - - - Fees 875 - -

SUBTOTAL - Tuition and Fees 875$ -$ -$

GovernmentalLocal (Howard County) 165,524$ 221,000$ 323,000$ State of Maryland 1,795,474 4,298,000 3,200,000 Federal 19,933,074 31,520,438 30,727,000

Other 340,891 2,008,562 1,820,000 Unrestricted Appropriation - - -

SUBTOTAL 22,234,963$ 38,048,000$ 36,070,000$

TOTAL 22,235,838$ 38,048,000$ 36,070,000$

USE OF FUNDS

Instruction 1,958,956$ 5,611,000$ 5,000,000$ Public Service 158,868 320,000 320,000Academic Support 279,401 937,000 750,000Student Services 348,573 1,513,000 1,100,000Facilities - 251,000 250,000Institutional Support 16,266 620,000 150,000Scholarships/Waivers 19,339,002 28,559,000 28,300,000Auxiliary 148,363 237,000 200,000

TOTAL 22,249,429$ 38,048,000$ 36,070,000$

*Source: June 2017 financial report to the board.

HOWARD COMMUNITY COLLEGERESTRICTED BUDGET

FISCAL YEAR 2019

27

Approved Requested Approved Requested Approved RequestedBudget Budget Budget Budget Budget BudgetFY18 FY19 FY18 FY19 FY18 FY19

SOURCE OF FUNDS

Tuition and FeesSummer 2,852,979$ 2,429,000$ -$ -$ 2,852,979$ 2,429,000$ Fall 14,788,439 15,390,646 - - 14,788,439 15,390,646 Intersession 953,524 957,000 - - 953,524 957,000 Spring 13,374,063 14,363,667 - - 13,374,063 14,363,667 Noncredit 4,656,957 4,787,449 - - 4,656,957 4,787,449 Fees 6,429,907 6,611,277 - - 6,429,907 6,611,277

SUBTOTAL - Tuition and Fees 43,055,868$ 44,539,039$ -$ -$ 43,055,868$ 44,539,039$

GovernmentalLocal (Howard County) 33,965,130$ 34,985,816$ 221,000$ 323,000$ 34,186,130$ 35,308,816$ State of Maryland 17,965,277 18,812,780 4,298,000 3,200,000 22,263,277 22,012,780 Federal - - 31,520,438 30,727,000 31,520,438 30,727,000

Other 4,974,925 4,487,876 2,008,562 1,820,000 6,983,487 6,307,876 Unrestricted Appropriation 14,976,921 12,748,751 - - 14,976,921 12,748,751 Contigency - 1,000,000 - - - 1,000,000 SUBTOTAL 71,882,253$ 72,035,223$ 38,048,000$ 36,070,000$ 109,930,253$ 108,105,223$

AUXILIARY FUNDS 3,244,805$ 3,107,115$ -$ -$ 3,244,805$ 3,107,115$

TOTAL 118,182,926$ 119,681,377$ 38,048,000$ 36,070,000$ 156,230,926$ 155,751,377$

USE OF FUNDS

Instruction 51,572,438$ 51,695,977$ 5,611,000$ 5,000,000$ 57,183,438$ 56,695,977$ Public Service 920,968 893,798 320,000 320,000 1,240,968 1,213,798 Academic Support 13,770,885 13,867,447 937,000 750,000 14,707,885 14,617,447 Student Services 11,501,563 11,427,935 1,513,000 1,100,000 13,014,563 12,527,935 Facilities 16,739,290 16,580,999 251,000 250,000 16,990,290 16,830,999 Institutional Support 17,593,155 17,667,209 620,000 150,000 18,213,155 17,817,209 Scholarships/Waivers 2,839,822 3,440,897 28,559,000 28,300,000 31,398,822 31,740,897 Contingency - 1,000,000 - - - 1,000,000

SUBTOTAL 114,938,121$ 116,574,262$ 37,811,000$ 35,870,000$ 152,749,121$ 152,444,262$

AUXILIARY FUNDS 3,244,805$ 3,107,115$ 237,000$ 200,000$ 3,481,805$ 3,307,115$

TOTAL 118,182,926$ 119,681,377$ 38,048,000$ 36,070,000$ 156,230,926$ 155,751,377$

NET CHANGE IN FUND BALANCE -$ -$ -$ -$ -$ -$

UNRESTRICTED RESTRICTED TOTAL

HOWARD COMMUNITY COLLEGECOMBINED CURRENT UNRESTRICTED, RESTRICTED, AND AUXILIARY FUNDS

FISCAL YEAR 2019

28

HOWARD COMMUNITY COLLEGECOMBINED ALL FUNDS

FISCAL YEAR 2019

Approved Requested Approved Requested Approved Requested Approved Requested Approved RequestedBudget Budget Budget Budget Budget Budget Budget Budget Budget BudgetFY18 FY19 FY18 FY19 FY18 FY19 FY18 FY19 FY18 FY19

SOURCE OF FUNDS

Tuition and FeesSummer 2,852,979$ 2,429,000$ -$ -$ -$ -$ -$ -$ 2,852,979$ 2,429,000$ Fall 14,788,439 15,390,646 - - - - - - 14,788,439 15,390,646 Intersession 953,524 957,000 - - - - - - 953,524 957,000 Spring 13,374,063 14,363,667 - - - - - - 13,374,063 14,363,667 Noncredit 4,656,957 4,787,449 - - - - - - 4,656,957 4,787,449 Fees 6,429,907 6,611,277 1,732,122 1,734,919 - - 395,471 336,976 8,557,500 8,683,172

SUBTOTAL - Tuition and Fees 43,055,868$ 44,539,039$ 1,732,122$ 1,734,919$ -$ -$ 395,471$ 336,976$ 45,183,461$ 46,610,934$

GovernmentalLocal (Howard County) 34,186,130$ 35,308,816$ -$ -$ -$ -$ -$ -$ 34,186,130$ 35,308,816$ State of Maryland 22,263,277 22,012,780 - - - - - - 22,263,277 22,012,780 Federal 31,520,438 30,727,000 - - - - - - 31,520,438 30,727,000

Other 6,983,487 6,307,876 34,198 49,197 - - 34,198 49,197 7,051,883 6,406,270 Unrestricted Appropriation 14,976,921 12,748,751 3,521,964 3,522,314 - - 447,624 522,314 18,946,509 16,793,379 Contingency - 1,000,000 - - 1,000,000 - - - 1,000,000 1,000,000 SUBTOTAL 109,930,253$ 108,105,223$ 3,556,162$ 3,571,511$ 1,000,000$ -$ 481,822$ 571,511$ 114,968,237$ 112,248,245$ AUXILIARY FUNDS 3,244,805$ 3,107,115$ -$ -$ 3,244,805$ 3,107,115$ DEBT SERVICE -$ -$ -$ -$ 9,119,835$ 9,203,142$ 9,119,835$ 9,203,142$ OPEB -$ -$ -$ -$ 420,000$ 511,000$ 420,000$ 511,000$ TOTAL 156,230,926$ 155,751,377$ 5,288,284$ 5,306,430$ 10,539,835$ 9,714,142$ 877,293$ 908,487$ 172,936,338$ 171,680,436$

USE OF FUNDSInstruction 57,183,438$ 56,695,977$ -$ -$ -$ -$ -$ -$ 57,183,438$ 56,695,977$ Public Service 1,240,968 1,213,798 - - - - - - 1,240,968 1,213,798 Academic Support 14,707,885 14,617,447 - - - - - - 14,707,885 14,617,447 Student Services 13,014,563 12,527,935 - - - - - - 13,014,563 12,527,935 Facilities 16,990,290 16,830,999 4,216,673 4,207,160 - - - - 21,206,963 21,038,159 Institutional Support 18,213,155 17,817,209 - - - - - - 18,213,155 17,817,209 Scholarships/Waivers 31,398,822 31,740,897 - - - - - - 31,398,822 31,740,897 Agency - - - - - - 877,293 908,487 877,293 908,487 Contingency - 1,000,000 - - 1,000,000 - - - 1,000,000 1,000,000

SUBTOTAL 152,749,121$ 152,444,262$ 4,216,673$ 4,207,160$ 1,000,000$ -$ 877,293$ 908,487$ 158,843,087$ 157,559,909$ AUXILIARY FUNDS 3,481,805$ 3,307,115$ -$ -$ -$ -$ 3,481,805$ 3,307,115$ DEBT SERVICE -$ -$ 1,071,611$ 1,099,270$ 9,119,835$ 9,203,142$ 10,191,446$ 10,302,412$ OPEB -$ -$ -$ -$ 420,000$ 511,000$ 420,000$ 511,000$ TOTAL 156,230,926$ 155,751,377$ 5,288,284$ 5,306,430$ 10,539,835$ 9,714,142$ 877,293$ 908,487$ 172,936,338$ 171,680,436$

NET CHANGE IN FUND BALANCE -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

* The contingency has been transferred to the operating budget beginning FY19

UNRESTRICTED, RESTRICTED & AUXILIARY COUNTY DEBT & OPEB*PLANT FUND STUDENT ACTIVITY FUND TOTAL COUNTY RESOLUTION

29

VARIANCES FOR UNRESTRICTED BUDGET

Variance VarianceActual* Approved Requested Increase Increase

Expenditures Budget Budget (Decrease) (Decrease)FY17 FY18 FY19 Dollar Percent

Instruction $41,695,795 $51,572,438 $51,695,977 $123,539 0%

Public Service 762,914 920,968 893,798 (27,170) -3%

Academic Support 10,657,689 13,770,885 13,867,447 96,562 1%

Student Services 8,161,693 11,501,563 11,427,935 (73,628) -1%

Facilities 13,218,628 16,739,290 16,580,999 (158,291) -1%

Institutional Support 15,106,309 17,593,155 17,667,209 74,054 0%

Scholarships/Waivers 2,247,030 2,839,822 3,440,897 601,075 21%

TOTAL $91,850,058 $114,938,121 $115,574,262 $636,141 1%*Source: June 2017 financial report to the board.

HOWARD COMMUNITY COLLEGEUNRESTRICTED BUDGET

FISCAL YEAR 2019REQUEST BY FUNCTION

30

Approved Percent of Requested Percent ofBudget Total Budget TotalFY18 FY18 FY19 FY19

Instruction $51,572,438 45% $51,695,977 45%

Public Service 920,968 1% 893,798 1%

Academic Support 13,770,885 12% 13,867,447 12%

Student Services 11,501,563 10% 11,427,935 10%

Facilities 16,739,290 15% 16,580,999 14%

Institutional Support 17,593,155 15% 17,667,209 15%

Scholarships/Waivers 2,839,822 2% 3,440,897 3%

TOTAL $114,938,121 100% $115,574,262 100%


FISCAL YEAR 2019FUNCTIONAL PERCENTAGES

31

Approved Requested Percent Budget Budget Dollar of TotalFY18 FY19 Increase Increase

Instruction $51,572,438 $51,695,977 $123,539 19%

Public Service 920,968 893,798 (27,170) -4%

Academic Support 13,770,885 13,867,447 96,562 15%

Student Services 11,501,563 11,427,935 (73,628) -12%

Facilities 16,739,290 16,580,999 (158,291) -25%

Institutional Support 17,593,155 17,667,209 74,054 12%

Scholarships/Waivers 2,839,822 3,440,897 601,075 95%

TOTAL $114,938,121 $115,574,262 $636,141 100%


FISCAL YEAR 2019PERCENTAGE OF TOTAL INCREASE

32

OPERATING BUDGET (FUND 10)


SOURCES OF REVENUEOPERATING BUDGET

Tuition and Fees, $32,612,470 , 37%

County , $34,985,816 , 40%

State, $16,324,006 , 19%

Other, $3,626,359 , 4%

Total: $87,548,651

*Other: ConEd contribution $1,071,291, Other$565,186 unrestricted appropriation $1,989,882

33

Variance VarianceActual* Approved Requested Increase Increase

Expenditures Budget Budget (Decrease) (Decrease)FY17 FY18 FY19 Dollar Percent

F.T. Administrative 7,338,131$ 10,284,140$ 10,393,892$ 109,752$ 1%F.T. Faculty 14,357,361 15,472,803 15,556,818 84,015 1%F.T. Professional/Technical 12,666,130 11,367,168 12,136,275 769,107 7%F.T. Support Staff 2,144,479 2,694,895 2,746,478 51,583 2%P.T. Administrative 935,848 717,326 814,858 97,532 14%P.T. Faculty 6,723,995 7,282,554 7,824,617 542,063 7%P.T. Professional/Technical 1,028,773 938,110 943,555 5,445 1%P.T. Support Staff 83,507 110,725 133,933 23,208 21%Hourly 2,340,856 2,556,684 3,168,401 611,717 24%Student Assistance 2,088 61,595 61,595 - 0%

Total Salary and Wages 47,621,168$ 51,486,000$ 53,780,422$ 2,294,422$ 4%

Fringe Benefits 6,870,332$ 9,097,090$ 9,135,866$ 38,776$ 0%

F.I.C.A. 3,552,299$ 3,945,053$ 4,126,405$ 181,352$ 5%

Contracted Services 11,306,706$ 8,385,183$ 7,702,074$ (679,114)$ -8%

Supplies and Materials 1,799,568$ 2,419,027$ 2,556,982$ 137,955$ 6%

Communications 404,743$ 685,292$ 669,300$ (15,992)$ -2%

Prof. Dev./Special Projects 748,753$ 1,128,844$ 1,149,843$ 20,999$ 2%

Utilities 1,902,192$ 2,930,430$ 2,930,430$ (3,995)$ 0%

Insurance 554,766$ 782,077$ 772,353$ (9,724)$ -1%

Scholarships, Grants, Waivers 1,349,939$ 1,264,247$ 2,035,222$ 770,975$ 61%

Credit Card and Bad Debts 930,866$ 1,047,867$ 1,054,839$ 6,972$ 1%

Furniture/Equipment/Books 2,167,344$ 1,612,643$ 1,634,915$ 22,272$ 1%

Total 79,208,676$ 84,783,753$ 87,548,651$ 2,764,898$ 3%


HOWARD COMMUNITY COLLEGEOPERATING BUDGET

FISCAL YEAR 2019REQUEST BY OBJECT

34

Salaries, $53,780,422 , 62%

Contracted Services, $7,702,074 , 9%

Fringe/FICA, $13,262,271 , 15%

Supplies, $2,556,982 , 3%

Credit Cards/Bad Debts, $1,054,839 , 1%

Professional dev/special projects, $1,149,843 , 1%

Scholarships/Waivers, $2,035,222 , 2%

Utilities, $2,930,430 , 3%Furniture/Equip/Books, $1,634,915 , 2%

Insurance, $772,353 , 1%

Communications, $669,300 , 1%


OPERATING BUDGET EXPENDITURESBY OBJECT

Total: $87,548,651

35

Public Academic Student InstitutionalInstruction Service Support Services Facilities Support Scholarship Total

F.T. Administrative 779,167$ 139,775$ 2,016,813$ 2,309,832$ 378,650$ 4,769,655$ -$ 10,393,892$ F.T. Faculty 15,556,818 - - - - - - 15,556,818 F.T. Professional/Technical 2,356,055 244,815 3,238,094 2,510,422 1,723,626 2,063,263 - 12,136,275 F.T. Support 55,951 - 334,673 3,599 2,279,563 72,692 - 2,746,478 P.T. Administrative 328,504 - 339,792 121,725 1,237 23,600 - 814,858 P.T. Faculty 7,708,632 - 115,985 - - - - 7,824,617 P.T. Professional/Technical 162,877 - 336,800 251,558 99,655 92,665 - 943,555 P.T. Support 11,637 - 53,614 - 45,474 23,208 - 133,933 Hourly 924,079 65,388 940,241 857,058 195,718 185,917 - 3,168,401 Student Assistance - - - 61,595 - - - 61,595

Total Salary and Wages 27,883,720 449,978 7,376,012 6,115,789 4,723,923 7,231,000 - 53,780,422

Fringe Benefits 3,661,420 107,935 1,026,131 980,436 1,631,686 1,728,258 - 9,135,866

F.I.C.A. 2,152,235 46,530 477,380 481,764 377,173 591,323 - 4,126,405

Contracted Services 1,067,817 45,527 1,080,692 250,724 2,923,559 2,333,755 - 7,702,074

Supplies and Materials 1,299,885 3,380 252,930 160,853 631,021 208,913 - 2,556,982

Communications 47,955 6,058 34,926 84,224 43,473 452,664 - 669,300

Prof. Dev./Special Projects 264,888 20,870 192,007 100,037 139,309 432,732 - 1,149,843

Utilities - - - - 2,930,430 - - 2,930,430

Insurances - - - - 336,080 436,273 - 772,353

Scholarships/Grants/Waivers - - 90,224 - - - 1,944,998 2,035,222

Credit Card and Bad Debts - - 350 - - 1,054,489 - 1,054,839

Furniture/Equipment/Books 731,707 11,020 427,241 101,654 156,932 206,361 - 1,634,915

Total 37,109,627$ 691,298$ 10,957,893$ 8,275,481$ 13,893,586$ 14,675,768$ 1,944,998$ 87,548,651$


FISCAL YEAR 2019REQUEST BY FUNCTIONAL CATEGORY

36

Instruction, $37,109,627, 42%

Academic Support, $10,957,893 , 13%

Student Services, $8,275,481, 10%

Facilities, $13,893,586 , 16%

Institutional Support , $14,675,768 , 16%

*Other, $2,636,296 , 3%


OPERATING BUDGET EXPENDITURES BY FUNCTION

*Other: Scholarships/Waivers $1,944,998Public Service $691,298

Total: $87,548,651

37

FISCAL YEAR 2019 OPERATING BUDGET

Instruction Summary

FY17 FY18 FY19Actual Budget Budget

PersonnelAdministrative 13.00 12.00 12.00Faculty 200.00 202.00 203.00Professional/Technical 34.09 35.59 37.59Support 1.15 1.65 1.65

Total* 248.24 251.24 254.24

Salaries and Wages $29,902,869 $32,458,225 $33,697,375Contracted Services 1,659,350 1,454,892 1,067,817Supplies and Materials 706,318 1,205,447 1,299,885Other Charges 199,624 318,343 312,843Furniture/Equipment/Books 857,572 693,749 731,707

Total $33,325,733 $36,130,656 $37,109,627

Functional Description

Highlights

Core Work

Strategic

The instruction function is responsible for the development of a broad variety of curricula and learning programs that emphasize quality and are responsive to student and community needs; the employment of competent faculty, as well as supplying materials and laboratory facilities to support instruction. Howard Community College provides high-quality instruction through the delivery of: (1) occupational (associate of applied science and certificate options) programs, which prepare students for employment at the semi-professional and professional levels; (2) transfer curricula, which articulate with degree programs at four-year institutions; (3) general studies and development programs, which ensure an appropriate level of competency in communications, computational, and human relations skills.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, costs associated with the implementation of sick and safe leave, and merit-related benefit increases are included in this budget. The budget also includes hourly funds, faculty promotions, increased funding for adjunct faculty related to growth, as well as payment structure. Additional supplies for growth in the science, engineering and technology area are also included.

The budget includes one faculty position to support strategic initiatives. Recommended by the salary and benefits committee and included in this budget is an increase of $25 per teaching hour for adjunct faculty. Also included is a new developmental mathematics lab manager, a mid year hire of an academic coordinator of dual enrollment and Early College, new student computer software, and new software for the dental hygiene area.

38

HOWARD COMMUNITY COLLEGEFISCAL YEAR 2019 OPERATING BUDGET

Public Service Summary


PersonnelAdministrative 1.70 1.70 1.70Professional/Technical 4.00 4.00 4.00Support

Total 5.70 5.70 5.70

Salaries and Wages $550,107 $582,845 $604,443Contracted Services 80,987 45,527 45,527Supplies and Materials 10,928 3,380 3,380Other Charges 18,383 26,928 26,928Furniture/Equipment/Books 44,002 11,020 11,020

Total $704,407 $669,700 $691,298


Highlights

Core Work

This function includes funds expended for activities that are established to provide non-instructional services beneficial to groups external to the institution. The function reflects HCC-TV and radio programming for the community.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, costs associated with the implementation of sick and safe leave, and merit-related increases are included in this budget.

39


Academic Support Summary


PersonnelAdministrative 19.30 26.30 26.30Professional/Technical 62.93 56.93 58.23Support 9.59 9.59 9.59

Total 91.82 92.82 94.12

Salaries and Wages $7,365,650 $8,302,123 $8,879,523Contracted Services 1,478,919 1,161,026 1,080,692Supplies and Materials 135,465 248,357 252,930Other Charges 153,093 244,039 317,507Furniture/Equipment/Books 365,277 447,925 427,241

Total $9,498,404 $10,403,470 $10,957,893


Highlights

Core Work

Strategic

The academic support area includes funds expended primarily to provide support services for instruction. It incorporates the following areas: audiovisual, library, instructional telecommunications, faculty and instructional development, learning communities, as well as the academic administration department and student computer support.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, and merit-related benefit increases are included in this budget.

This budget includes an increase in hourly funding in the areas of advising, Howard P.R.I.D.E., Early College, and the health sciences division office. Also included in this budget is a mid year hire student services coordinator of Early College and dual enrollment, as well as marketing materials for Early College.

40


Student Services Summary



Total 73.77 73.77 73.77

Salaries and Wages $6,458,799 $7,345,588 $7,577,989Contracted Services 720,664 336,724 250,724Supplies and Materials 167,011 145,853 160,853Other Charges 120,470 184,261 184,261Furniture/Equipment/Books 22,636 101,654 101,654

Total $7,489,580 $8,114,080 $8,275,481

Functional Description - Student Services

Highlights

Core Work

Strategic

Student services assists students in reaching their educational and career-related goals, as well as providing opportunities for personal, social, and leadership development outside of the classroom. Functions include admissions, testing, student records, counseling, career development, job placement, registration, transfer articulation, financial aid services, orientation, veterans services, retention, student activities, curricular activities, Children's Learning Center support, and athletics/intramurals.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, costs associated with the implementation of sick and safe leave, and merit-related benefit increases are included in this budget.

This budget includes hourly funding in the areas of financial aid, Step UP, and admissions.

41


Facilities Summary



Total 98.34 98.34 99.01

Salaries and Wages $5,325,595 $6,389,052 $6,732,782Contracted Services 4,235,926 3,125,659 2,923,559Supplies and Materials 559,626 616,021 631,021Other Charges 2,217,343 3,459,212 3,449,292Furniture/Equipment/Books 265,054 156,933 156,932

Total $12,603,544 $13,746,877 $13,893,586


Highlights

Core Work

Strategic

Facilities are responsible for the operation, maintenance, and safety of buildings, grounds, and other physical facilities of the college. The major facilities departments are engineering/maintenance, environmental services, grounds, construction renovations, mailroom, central receiving, motor pool, and public safety.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, costs associated with implementation of sick and safe leave, and merit-related benefit increases are included in this budget. Also included are supplies are repair costs for the area of environmental services. An increase in contracted services related to public safety related to merit is also included. In addition, a reduction in the cost of insurance is included in this budget.

This budget includes an increase in training for safety.

42


Institutional Support Summary



Total 95.76 95.76 96.36

Salaries and Wages $8,440,779 $9,450,310 $9,550,581Contracted Services 3,130,860 2,261,355 2,333,755Supplies and Materials 220,220 199,969 208,913Other Charges 1,877,661 2,385,951 2,376,158Furniture/Equipment/Books 612,803 201,362 206,361

Total $14,282,323 $14,498,947 $14,675,768


Highlights

Core Work

Strategic

The institutional support function provides the executive and supporting administrative services to the college as a whole. This includes the board of trustees, the offices of the president and the vice presidents. It also includes the offices of human resources, public relations and marketing, development, administrative technology, finance, public safety, central printing, and planning, research, and organizational development, as well as computer network services and campus-wide telephone, legal, insurance, and auditing expenses.

A salary merit pool of 2.5 percent, a 5.5 percent increase in health benefits, costs associated with the implementation of sick and safe leave, and merit-related benefit increases are included in this budget. This budget includes an increase in contracted services in the area of administrative information systems for colleague hosting.

This budget includes an increase in college-wide dues and subscriptions.

43


Scholarship Summary


PersonnelAdministrative 0.00 0.00 0.00Faculty 0.00 0.00 0.00Professional/Technical 0.00 0.00 0.00Support 0.00 0.00 0.00

Total 0.00 0.00 0.00

BudgetScholarships/Waivers/Discounts $1,304,685 $1,220,023 $1,944,998

Total $1,304,685 $1,220,023 $1,944,998


Highlights

This function provides scholarships for books and tuition to students who otherwise would not be able to afford a college education. State-mandated waivers and approved discounts are budgeted as tuition income and as expense. The waiver and discount expense portion is in this function.

Scholarships represent $689,098, waivers are $537,897, and discounts are $718,003 of the total FY19 budget. Scholarships are needed to address the unmet need for students. Discounts are new to this category of the budget and were previously netted against tuition.

44


FISCAL YEAR 2019

FULL-TIME (F.T.) AND PART-TIME (P.T.) POSITION REQUIREMENTSFUND 10 ONLY (does not include continuing education and special funds)

Present New Total Staff Positions Positions

(Note)

InstructionF.T. Administrative 12.00 12.00F.T. Faculty 202.00 1.00 203.00F.T. Professional/Technical 30.31 2.00 32.31P.T. Professional/Technical 5.28 5.28F.T. Support 1.65 1.65

Instruction - Total 251.24 3.00 254.24

Public ServiceF.T. Administrative 1.70 1.70F.T. Professional/Technical 4.00 4.00

Public Service - Total 5.70 0.00 5.70

Academic SupportF.T. Administrative 26.30 26.30F.T. Professional/Technical 49.05 1.13 50.18P.T. Professional/Technical 7.88 0.17 8.05F.T. Support 8.39 8.39P.T. Support 1.20 1.20

Academic Support - Total 92.82 1.30 94.12

Student ServicesF.T. Administrative 30.00 30.00F.T. Professional/Technical 37.77 37.77P.T. Professional/Technical 4.90 4.90F.T. Support 1.10 1.10

Student Services - Total 73.77 0.00 73.77

FacilitiesF.T. Administrative 5.00 5.00F.T. Professional/Technical 26.50 26.50P.T Professional/Technical 1.34 0.67 2.01F.T. Support 64.00 64.00P.T. Support 1.50 1.50

Facilities - Total 98.34 0.67 99.01

Institutional SupportF.T. Administrative 50.00 50.00F.T. Professional/Technical 41.60 41.60P.T. Professional/Technical 2.06 0.60 2.66F.T. Support 2.10 2.10

Institutional Support - Total 95.76 0.60 96.36

TOTAL PERSONNEL 617.63 5.57 623.20

NOTE: The fractional amounts normally represent positions that service several functions or are part-time.

45

DETAIL BY COST CENTER


Instruction Summary

FY17 FY18 FY19 Total Change Strategic Priorities Amount forActual Budget Budget Strategic Items*

11300 (Mathematics) $2,655,696 $2,925,770 $2,913,419 ($12,351) Student success, completion, and lifelong learning 1.1,1.1A 5,19111310 (Health) 426,762 452,630 453,265 635 11350 (Health Science Division) 432,824 619,431 618,559 (872) 11400 (Social Sciences) 2,406,509 2,580,900 2,571,798 (9,102) 11401 (Behavioral Sciences) 5,000 5,000 - 11402 (History and Economics) 5,000 5,000 - 11406 (Teacher Education) 38,267 36,136 36,136 - 11410 (English/World Languages) 240,798 382,254 375,238 (7,016) 11415 (English) 1,828,599 1,895,100 1,895,100 - 11416 (English as a Second Language) 576,919 616,548 616,548 - 11423 (Social and Cultural Sciences) 5,000 5,000 - 11430 (World Languages) 680,262 706,487 706,487 - 11450 (Arts and Humanities) 190,569 217,913 220,822 2,909 11451 (Visual Arts) 827,011 862,179 874,719 12,540 11452 (Communication and Digital Arts) 639,272 679,718 679,718 - 11453 (Dance) 232,970 237,389 238,099 710 11454 (Fine Arts) 581,870 602,523 602,523 - 11455 (Music) 746,174 774,662 774,662 - 11456 (Theatre) 427,807 407,015 407,195 180 11600 (E-Learning) 286,644 433,812 367,705 (66,107) 12100 (Nursing) 2,311,262 2,455,621 2,447,504 (8,117) 12116 (Sonography) 274,264 246,280 305,074 58,794 12118 (Radiologic Technology) 266,242 310,861 322,961 12,100 12120 (Emergency Med. Technology Program) 303,858 324,778 326,694 1,916 12123 (Medical Technical) 305,629 330,294 317,646 (12,648) 12125 (Physical Therapist Assistant) 271,876 291,738 300,561 8,823 12127 (Dental Hygiene) 489,637 455,513 467,147 11,634 Organizational excellence 2.2,2.2A 4,00012150 (Cardiovascular Programs) 221,667 243,472 254,331 10,859 12200 (Business and Computers) 3,138,689 3,397,276 3,384,389 (12,887) 12250 (Science and Technology Programs) 3,162,866 3,629,726 3,814,564 184,838 12256 (Engineering and Technology) 67,191 67,133 67,133 - 12257 (Physical Science) 80,601 85,000 85,000 - 12258 (Life Science) 195,271 200,828 200,828 - 12280 (Cooperative Education) 9,041 12,088 12,088 - 13200 (Learning Assistance Center) 676,674 753,654 753,654 - 13550 (International Education) 184,158 186,471 184,580 (1,891) 44020 (Student Computer Support) 1,568,485 1,615,876 1,629,127 13,251 Organizational excellence 2.4,2.4A 12,00044030 (Student Labs) 375,364 362,643 362,643 - 47003 (Instructional Teaching and Learning) 112,089 115,738 115,738 - 99970 (Functional Merit, Benefits, and Chargebacks) 4,894,042 5,788,304 6,202,162 413,858 Benefits associated with strategic priorities 60,62899990 (Institutional Allocation; Furniture and Equipment) 1,064,570 442,104 92,104 (350,000) 99980 (VP Allocations) 133,304 369,791 1,096,706 726,915 Organizational excellence 2.2,2.2A 297,132

Total 33,325,733$ 36,130,656$ 37,109,627$ 978,971$ Total for Strategic Priorities 378,951$

*Benefits associated with strategic priorities are included in the functional merit, benefits, and chargebacks account.

46


Public Service Summary

FY17 FY18 FY19 Total Change Strategic Priorities Amount forActual Budget Budget Strategic Items

33250 (Cable Studio) 396,055$ 431,094$ 437,857$ 6,763$ -$ 33254 (Radio Station) 18,607 19,123 69,123 50,000 33554 (Mediation and Conflict Resolution Center)* 104,125 - - 99970 (Functional Merit, Benefits, and Chargebacks) 105,013 201,265 166,100 (35,165) 99990 (Institutional Allocation; Furniture and Equipment) 80,607 18,218 18,218 -

Total 704,407$ 669,700$ 691,298$ 21,598$ Total for Strategic Priorities -$ *The college support to the Mediation and Conflict Resolution Center stopped at the beginning of FY18

47


Academic Support


33400 (Horowitz Center) $390,631 $407,485 $407,485 $033500 (Arts Collective) 122,873 131,659 131,659 - 33800 (Theatre Support) 104,663 110,945 110,945 - 41001 (Library Services) 847,483 986,304 1,017,140 30,836 41002 (Teaching and Learning Services) 196,185 226,254 226,254 - 43100 (Audiovisual Services) 434,642 509,380 497,822 (11,558) 43200 (Video Services) 96,481 89,486 89,486 - 43300 (Instructional Technology) 115,554 240,387 269,458 29,071 44004 (Web Enterprise Network) 436,553 544,589 544,589 - 44010 (User Computer Services) 589,628 671,228 671,228 - 46000 (Academic Affairs) 228,455 276,843 276,843 - 46100 (Social Sciences Support) 133,835 145,301 145,301 - 46200 (SET Division Office) 149,533 148,176 148,176 - 46300 (Mathematics support) 145,687 165,816 165,816 - 46400 (Evening Support Services) 1,325 1,325 -

46500 (Advising [Academic and Transfer]) 789,543 867,529 868,059 530 Student success, completion, and lifelong learning 1.1,1.1C 15,000

46502 (Academic Standing-Enrollment Services) 23,471 30,782 30,782 - 46600 (Welcome and Telephone Advising) 197,957 225,289 225,289 - 46700 (Office Support/Duncan Hall) 175,460 202,223 202,223 - 46800 (Arts and Humanities Division office) 128,400 160,480 160,480 - 46900 (Health Science Division Office) 216,083 210,442 217,101 6,659 Organizational excellence 2.3,2.3B 10,00047000 (Faculty Development) 78,342 84,973 84,973 - 47500 (Faculty Learning Communities) 18,483 27,954 17,954 (10,000) 47600 (Honors) 29,270 35,997 31,497 (4,500) 47601 (Schoenbrodt Honors) 4,000 4,000 47602 (Phi Theta Kappa) 500 500 47603 (Rouse Scholars) 114,198 128,818 128,818 - 47604 (Academic Enrichment Integrative Learning 19,750 19,750 -

47605 (Howard P.R.I.D.E.) 123,416 164,713 274,713 110,000 Student success, completion, and lifelong learning 1.3,1.3B 10,000

47606 (Ambiciones) 701 55,701 55,000 47607 (Disability Support Services) 277,674 285,299 519,999 234,700 47608 (Career Links) 192,542 201,850 201,850 -

47609 (Early College Program) 14,241 19,750 72,345 52,595 Building and sustaining partnerships 3.2,3.2A 52,595

48000 (Outcome Assessments) 165,679 244,757 244,757 - 48500 (Instructional Direction) 119,947 268,060 260,883 (7,177) 48501 (Learning Communities) 246,774 254,025 135,928 (118,097) 48502 (Program Development) 1,250 11,463 11,463 -

99970 (Functional Merit, Benefits, and Chargebacks) 1,947,254 2,100,872 2,382,736 281,864 Benefits associated with strategic priorities 14,201

99990 (Institutional Allocation; Furniture and Equipment) 646,217 146,141 46,141 (100,000) 99980 (VP Allocations) 56,424 56,424 -


48


Student Services

FY17 FY18 FY19 Total Change Strategic Priorities Amount forActual Budget Budget Strategic Items*

51000 (Student Services) 309,228$ 340,722$ 340,722$ -$ 51100 (Enrollment Services) 121,696 124,612 124,612 - 51200 (Student Ambassador Program) 7,771 8,864 8,864 - 52000 (Student Activities) 2,670 2,759 2,759 - 52001 (Rep Stage Administration) 171,554 176,870 176,870 - 52100 (Athletic and Fitness Facilities) 409,296 426,885 461,391 34,506 52102 (Pool Guards) 97,029 100,023 100,023 - 52210 (Service Learning) 157,196 151,491 161,491 10,000 52211 (Service Learning Trips) 7,540 13,350 13,350 - 52300 (SGA Support) 260,655 314,717 314,717 -

53000 (Career Services) 525,458 560,705 561,904 1,199 53050 (Peer Leaders) 8,584 9,196 19,196 10,000 53100 (Test Center) 423,280 445,256 445,256 - 53104 (Nursing Assessment - Testing) 11,101 13,000 13,000 - 53220 (Student Development) 131,400 142,521 142,521 - 53300 (Student Judicial Affairs) 4,515 5,000 5,000 -

53400 (Step UP) 67,726 71,993 75,993 4,000 Student success, completion, and lifelong learning 1.1,1.1B 4,000

53500 (Retention) 221,055 232,131 232,131 - 53556 (Academic Standing-Student Development) 23,487 27,908 27,908 -

54000 (Financial Aid Services) 967,053 1,157,611 1,167,611 10,000 Student success, completion, and lifelong learning 1.1,1.1C 10,000

55000 (Admissions) 836,119 883,435 894,232 10,797 Building and sustaining partnerships 3.2,3.2A 7,50055001 (Admissions and Advising Workgroup) 432,448 470,101 470,101 - 56000 (Records, Registration, and Veterans Affairs) 688,666 719,160 719,160 - 99970 (Functional Merit, Benefits, and Chargebacks) 1,108,639 1,568,444 1,739,343 170,899 Benefits associated with strategic priorities 1,07199990 (Institutional Allocation; Furniture and Equipment) 495,414 141,112 51,112 (90,000)

99980 (VP Allocations) 6,214 6,214 -


49


Facilities


71000 (VP for Administration and Finance) 293,834$ 423,034$ 409,114$ (13,920)$ -$ 71100 (General Services) 2,523,120 3,858,243 3,858,243 - 71110 (Mailroom) 193,104 217,535 217,535 - 71115 (Set up/Asset Reallocation) 119,655 140,702 140,702 - 71150 (Recycling) 10,737 13,001 13,001 -

71500 (Safety) 82,417 85,632 89,632 4,000 Organizational excellence2.4,2.4A 2,500

72000 (Engineering) 1,411,935 1,701,827 1,701,827 - 72500 (Preventive Maintenance) 476,916 537,320 537,320 - 73000 (Environmental Services) 2,096,823 2,393,273 2,424,273 31,000 75000 (Grounds) 427,677 387,605 387,605 - 76000 (Renovations) 43,660 52,229 52,229 - 77000 (Public Safety) 1,570,646 1,888,928 1,904,363 15,435 99970 (Functional Merit, Benefits, and Chargebacks) 1,463,173 1,778,460 2,088,654 310,194 99990 (Institutional Allocation; Furniture and Equipment) 1,889,847 269,088 69,088 (200,000)


50


Institutional Support


61000 (President's Office) 752,538$ 777,612$ 775,218$ (2,394)$ Organizational excellence 2.2,2.2B 10,000$ 61100 (Board of Trustees) 78,641 109,602 109,602 - 61200 (Planning, Research, and Org. Development) 533,068 610,187 610,187 - 61900 (Senior Administration) 13,852 13,632 13,632 - 62000 (VP for Administration and Finance) 376,785 404,950 404,950 - 62100 (Finance Office) 1,469,231 1,610,221 1,616,903 6,682 62110 (Procurement) 210,602 222,045 195,332 (26,713) 63009 (HR Accommodations) 5,000 5,000 63101 (Human Resource's Office) 595,015 678,004 678,004 - 63102 (Recruitment) 47,957 48,744 48,744 - 63103 (Unemployment Compensation) 45,040 121,753 121,753 - 63104 (Wellness Program) 13,722 20,891 20,891 - 63130 (Professional Development) 83,509 112,841 112,841 - 63150 (Diversity Program) 35,096 35,841 35,841 - 63200 (Reprographics) 143,029 166,691 166,691 - 63500 (Telecommunications) 222,677 262,383 262,383 - 63600 (Risk Management) 323,146 376,577 380,773 4,196 63700 (General Administration) 1,076,579 1,260,900 1,277,872 16,972 63701 (VPAA/VPSS) 319,108 319,108 319,108 - 63800 (Commencement/Awards) 90,947 95,449 95,449 - 64000 (Administrative Information Systems) 1,863,555 2,117,944 2,261,251 143,307 Organizational excellence 2.2,2.2A 150,00064001 (Enterprise Network) 932,775 1,000,154 1,000,154 - 64100 (VP for Information Technology) 446,788 473,843 473,843 - 65000 (Public Relations/Marketing) 1,188,073 1,257,482 1,239,503 (17,979) 65100 (Development/Alumni Relations) 668,098 756,021 756,021 - 99970 (Functional Merit, Benefits, and Chargebacks) 1,091,836 1,482,211 1,639,961 157,750 99990 (Institutional Allocation; Furniture and Equipment) 1,660,656 113,361 3,361 (110,000) 99980 (VP Allocations) - 50,500 50,500 -


51

CONTINUING EDUCATION

Howard Community CollegeContinuing Education

Fiscal Year 2019

Approved RequestedActual* Budget BudgetFY17 FY18 FY19

Source of Funds

Revenue

Tuition and Fees 5,440,682$ 6,545,892$ 6,671,333$

State of Maryland 1,933,605 1,933,763 2,109,676 Other 216,923 277,657 295,658 Contribution to Operating (662,265) (695,378) (1,071,291) Unrestricted Surplus (Transfer Out) - 233,785 333,785

- - Total Revenue 6,928,945$ 8,295,719$ 8,339,161$

Expenses

Instructional 5,799,719$ 7,443,920$ 7,496,262$

Scholarships/Waivers 742,495 851,799 842,899 Total Expenses 6,542,214$ 8,295,719$ 8,339,161$


52

Howard Community CollegeContinuing Education

Fiscal Year 2019

Total* Total TotalAudited Approved Requested

Expenditures Budget BudgetFY17 FY18 FY19

REVENUE

Tuition and FeesNoncredit 3,554,187$ 4,606,957$ 4,651,449$ Credit Tuition 15,428 20,935 20,934Fees 1,871,067 1,918,000 1,998,950

Subtotal - Tuition and Fees 5,440,682 6,545,892 6,671,333

Governmental Local (Howard County) - - - State of Maryland 1,933,605 1,933,763 2,109,676 Other 216,923 277,657 295,658 Contribution to Operating (662,265) (695,378) (1,071,291) Unrestricted Surplus (Transfer Out) 233,785 333,785

Subtotal 1,488,263 1,749,827 1,667,828

TOTAL REVENUE 6,928,945 8,295,719 8,339,161

EXPENDITURES

Administrative Budgeted Staff 430,049 406,915 1,035,906 Professional/Technical Budgeted Staff 1,692,141 2,095,398 1,461,528 Support Budgeted Staff 145,001 143,873 149,647 Part-time Faculty 1,197,241 1,413,231 1,471,130 Hourly Support 312,132 400,713 434,869 Hourly Professional/Technical 59,242 46,300 56,800 Student Assistance 18,294 20,000 20,000 Fringe Benefits 399,043 569,822 605,277 F.I.C.A. 288,545 342,929 358,462

Compensation 4,541,688 5,439,181 5,593,619

Contracted Services 798,834 1,222,005 1,088,614

Contracted Services 798,834 1,222,005 1,088,614

General Office 57,399 62,313 61,763Instructional 238,085 438,406 481,295

Supplies and Materials 295,484 500,719 543,058

Communications 59,113 64,815 64,065

Prof. Dev./Special Projects 53,081 58,465 64,415

Scholarships, Grants, Waivers 742,495 851,799 842,899

Furniture/Equipment/Books 77,711 174,971 172,297

Transferred Expenses (26,192) (16,236) (29,806)

TOTAL EXPENSES 6,542,214$ 8,295,719$ 8,339,161$


53

AUXILIARY AND SPECIAL FUNDS

HOWARD COMMUNITY COLLEGEAUXILIARY FUNDS

FISCAL YEAR 2019 BUDGETED SOURCE AND USE OF FUNDS

FY17Actual*

FY18Approved Budget

FY19Requested Budget

Source of Funds

Art Gallery (note 1) $1,035 -$ -$ Children's Learning Center 1,006,312 1,278,758 1,290,700 Community Service (note 2) - - - Bookstore and Facility Operations 433,206 564,847 465,659 Food Services/Vending 61,492 50,000 50,000 Athletics 486,543 610,655 626,316 Sunshine Fund (note 2) - - -

Total Source of Auxiliary Funds 1,988,588$ 2,504,260$ 2,432,675$

Use of Funds

Art Gallery (note 1) $18,271 $25,000 $0Children's Learning Center 1,258,136 1,667,216 1,678,976 Community Service (note 2) 29,393 30,000 30,000 Bookstore and Facility Operations 105,425 316,395 217,266 Food Service/Vending 487,105 589,539 548,557 Athletics 486,543 610,655 626,316 Sunshine Fund (note 2) 3,276 6,000 6,000

Total Use of Auxiliary Funds 2,388,148$ 3,244,805$ 3,107,115$

Net Income (Loss)Art Gallery (note 1) ($17,236) ($25,000) $0Children's Learning Center (note 3) (251,824) (388,458) (388,276) Bookstore (net of covered items) (note 2) 295,113 212,452 212,393 Food Services/Vending (note 4) (425,613) (539,539) (498,557) Net Income (Loss) (399,560)$ (740,545)$ (674,440)$ *All FY17 losses were covered by transfers from operating or exiting fund balances as planned; not included as revenue

Notes:1. The art gallery has been reclassified in the budget to the special funds.

4. The food services/vending loss will be funded from the bookstore and facility operation proceeds orthe unrestricted fund balance.

2. The bookstore and facility operation proceeds cover the community service and sunshine accounts.3. The Children's Learning Center support will be funded from the operating funds or the unrestricted fund

balance.

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HOWARD COMMUNITY COLLEGESPECIAL FUNDS

FISCAL YEAR 2019SOURCE AND USE OF FUNDS

Actual Approved RequestedFY17 FY18 Budget* FY19 Budget*

Source of Funds

Tuition 1,104,950$ 4,153,979$ 4,198,979$ Fees 1,074,718 217,980 1,056,257 State Aid 400,185 376,822 379,098 Unrestricted Appropriation 2,977,448 12,753,254 10,425,084 Other - 4,356,614 3,627,032

Total Source of Special Funds 5,557,301$ 21,858,649$ 19,686,450$

Use of Funds

Instruction 2,570,343$ 7,997,862$ 7,090,088$ Public Service 58,507 251,268 202,500 Academic Support 1,159,285 3,367,415 2,909,554 Student Services 672,113 3,387,483 3,152,454 Facilities 615,084 2,992,413 2,687,413 Institutional Support 823,986 3,094,208 2,991,441 Scholarships 199,850 768,000 653,000

Total Use of Special Funds 6,099,168$ 21,858,649$ 19,686,450$

*This budget includes spending authority for the operating fund should enrollment exceed expectations.

55

Public Academic Student InstitutionalInstruction Service Support Services Facilities Support Scholarship Total

Administrative 33,497$ -$ 80,099$ 94,050$ -$ -$ -$ 207,646$ Faculty 781,397 - - - - - - 781,397 Professional/Technical 97,040 - - - - - 97,040Support Staff/Hourly 171,917 1,393 48,950 902,155 25,000 35,650 - 1,185,065

Total Salary and Wages 1,083,851 1,393 129,049 996,205 25,000 35,650 - 2,271,148

Fringe Benefits 105,954 107 9,873 82,505 1,913 2,727 - 203,079

Contracted Services 4,665,319 116,900 1,690,702 1,613,196 2,133,161 2,673,064 - 12,892,342

Supplies and Materials 165,185 - 245,218 220,585 52,339 - - 683,327

Communications 26,350 - 4,050 4,050 - - - 34,450

Prof. Dev./Special Proj. 787,181 - 67,362 121,950 - 30,000 - 1,006,493

Utilities 60,000 - - - 400,000 - 460,000

Scholarships/Grants/Waivers 90,000 - - - - 653,000 743,000

Furniture/Equipment/Books 106,248 84,100 763,300 113,963 75,000 250,000 - 1,392,611

Total Special Funds 7,090,088 202,500 2,909,554 3,152,454 2,687,413 2,991,441 653,000 19,686,450

HOWARD COMMUNITY COLLEGESPECIAL FUNDS BUDGETFUNCTIONAL CATEGORY

56

COST PER CREDIT HOUR

HOWARD COMMUNITY COLLEGEFISCAL YEAR 2019 BUDGET DATA

COST PER CREDIT HOUR BY OBJECTOPERATING BUDGET

FY19*Projected FTEs 6,081*Projected credit hours 182,438

Dollars % % Wages Cost per% Other Credit Hour

EXPENSESSalaries and Wages 53,780,422 61% $295Fringe Benefits 9,135,866 10% 50Social Security/Medicare 4,126,405 5% 77% 23 $367Contracted Services 7,702,074 9% 42Supplies and Materials 2,556,982 3% 14Communications 669,300 1% 4Prof. Dev./Special Proj. 1,149,843 1% 6Scholarships/Waivers 2,035,222 2% 11Utilities 2,930,430 3% 16Insurance 772,353 1% 4Other 1,054,839 1% 6Furniture/Equipment 1,634,915 2% 23% 10 $113

Total Operating Budget 87,548,651 100% 100% $480

REVENUEState 16,324,006 19% 89County 34,985,816 40% 192Tuition and Fees 32,612,470 37% 179Other 3,626,359 4% 20

Total $87,548,651 100% $480

*This does not include Laurel College Center or Continuing Education FTE.

57

Total: $480 Credit Hour


$ PER CREDIT HOUR - REVENUE

TUITION & FEES/OTHER,

$199

STATE , $89

COUNTY, $192

58


$ PER CREDIT HOUR - EXPENDITURES

Total = $480 per credit hour *Other = $113 per credit hour

*OTHER , $113

SALARIES, WAGES, AND FRINGE

BENEFITS , $367

PROFESSIONAL DEVELOPMENT $6

OTHER $6

SCHOLARSHIPS $11

COMMUNICATION $4

INSURANCE $4

UTILITIES $16

SUPPLIES AND MATERIALS $14

CONTRACTED SERVICES $42

FURNITURE/EQUIPMENT $10

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Documents

FINAL BUDGET FISCAL YEAR 2019 - Howard Community College · Budget Reallocation and Reductions Each year before the college begins its budget development process, faculty and staff